Agenda — Wasco City Council, August 20, 2024

City of Wasco City Council Meeting Agenda, August 20, 2024 .

Public advisory: Face masks are recommended. The City C ouncil chamber is open and accessible to the public.

Vi
ew the meeting Live on the city’s website
https://www.cityofwasco.org/306/city-council-meeting-videos subject to technical limitations.

ACCE
SSIBILITY: In c ompliance with the Americans with Disabilities Act (ADA), if you need special assistance to participate in the City Council meeting, please contact the City Clerk Department at 661-758-7215 or via email at [email protected] within 48 hours of the meeting or sooner.

The
following is provided to assist with public participation:

AGE
NDA AVAILABILITY : T h e City Council Agenda is posted on the bulletin board at the entrance of City Hall, 746 8th Street, Wasco, at the entrance of 764 E Street, Wasco, and at the entrance of the Police’s Office, 748 F Street, Wasco. The agenda packet, meeting minutes, and archived City Council meetings are available on the City ’s website, www.cityofwasco.org.

Age
nda Materials: City Council agenda materials are released no later than 72 hours prior to a meeting and are available to the public at the City Clerk’s Office, 746 8th Street, Wasco, CA, in a public binder at each City Council meeting, and on the City’s website at https://www.cityofwasco.org/AgendaCenter
PU
BLIC COMMENTS: A ll public comments are subject to a 2 -minute limit, and a maximum of Thirty (30) minutes will be allowed for any subject. To provide your comments to the City Councilmembers regarding matters not on the agenda or a specific item on the agenda, you may address your comments IN PERSON. Before making your presentation, you will be asked to state your name for the record . If you would like to submit a written public comment, please email the City Clerk at [email protected] no later than 4:00 p .m. August 20, 2024.

Please clearly indicate which agenda item number your comments pertain to. Every effort will be made to read your comment into the record . If a comment is received after the specific time mentioned above but before the meeting is adjourned, the comment will still be included as a part of the record of the meeting. Still, it will not be read into the record.

Ple
ase be advised that communications directed to the City Council are public records and are subject to disclosure pursuant to the California Public Records Act and Brown Act unless AGENDA
Regular City Council Meeting,
Successor Agency to the
Former Redevelopment Agency and the
Wasco Public Finance Authority
Tuesday, August 20, 2024 – 6:00 pm.

Council Chambers
746 8th Street, Wasco, CA 93280
www.cityofwasco.org
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City of Wasco City Council Meeting Agenda, August 20, 2024 exempt from disclosure under the applicable law. Communications will NOT be edited for redactions and will be printed/posted as submitted.

SPANISH INTERPRETATION: If you need an interpretation of your communications to the City Council from Spanish into English, please contact the City Clerk Department at 661-758-7215 or via email at [email protected]. Subject to availability , notifying the City at least 48 hours before will usually enable it to make arrangements.

INTERPRETACIÓN EN ESPAÑOL: Si necesita una interpreta ció n de sus comunicaciones al Concejo Municipal del español al inglés, comuníquese con el Departamento del Secretari o de la Ciudad al 661 -758-7215 o por correo electrónico a [email protected] . La notificación de al menos 48 horas generalmente permitirá a la Ciudad hacer arreglos. Sujeto a dis
ponibilidad.

REGULAR MEETING – 6:00 pm

1) CALL TO ORDER: Mayor

2) ROLL CALL: Mayor Medina, Mayor Pro Tem Saldaña, Council Members: Martinez, Reyna

3) FLAG SALUTE: by Mayor Medina

4) INVOCATION: by Mike Lynch, Wasco Police Department Chaplain

5) PRESENTATIONS:
a. Certificate of Recognition for the House of Fades.

6) PUBLIC COMMENTS ON ITEMS NOT ON THE AGENDA:

This portion of the meeting is reserved for persons desiring to address the Council , including the Council acting as the Governing Board for the Successor Agency on any matter not on this agenda over which the Council and Successor Agency have jurisdiction. Speakers are li mited to two (2) minutes. A maximum of Thirty (30) minutes will be allowed for any one subject. Please state your name for the record before making yo
ur presentation.

BROWN ACT REQUIREMENTS: The Brown Act does not allow action or Discussion on items not on the agenda (subject to narrow ex ceptions). This will limit a Councilmember’s response to questions and requests during this comment period. 7) SUCCESSOR AGENCY BUSINESS:
a. Nomination and Appointment of Chairman and Vice-Chairman. (Martinez)

b. Adopt a Resolution of the Successor Agency to the Former Wasco Redevelopment Agency to add Eduardo Saldana as Authorizing Signer for all Successor Agency Bank Accounts and remove Alexandro Garcia, and Find that this action is not a project as defined under the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15 378, no environmental review is required. (Perez-Hernandez)

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City of Wasco City Council Meeting Agenda, August 20, 2024

8) WASCO PUBLIC FINANCE AUTHORITY BUSINESS:
a. Nomination and Appointment of Chairman and Vice-Chairman. (Martinez) b. Adopt a Resolution of the Board of Directors of the Wasco Public Financing Authority to add Eduardo Saldana as Authorizing Signers for all Wasco Public Financing Authority Bank Accounts and remove Alexandro Garcia, and Find that this action is not a project as defined under the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15 378, no environmental review is required. (Perez-Hernandez)

9) NEW EMPLOYEE POLICE DEPARTMENT BADGE PINNING CEREMONY FOR: None

10) PUBLIC SAFETY REPORTS
a. Kern County Fire Department (Appleton)
b. Wasco Police Department (Fivecoat)
CITY COUNCIL BUSINESS:
11) CONSENT CALENDAR:

The Consent Calendar consists of items that are routine and noncontroversial, in the staff's opinion. These items are approved in one motion unless a Council Member or member of the public requests the removal of a particular item.
a. Receive and File department payments totaling $825,205.67

b. Adopt and Waive the Second Reading of an Ordinance of the City Council of the City of Wasco Adopting Zone Change 24 -01, and Find that this project is exempt from the California Environmental Quality Act pursuant to Section 15061(b)(3), no environmental review is required.

c. Adopt and Waive the Second Reading of an Ordinance of The City Council of The City of Wasco adopting Pre -zoning for Annexation 41 and Find that this project is exempt from the California Environmental Quality Act pursuant to Section 15378; no environmental review is required.

d. Adopt a Resolution to add Eduardo Saldana as Authorizing Signers for all City Bank Accounts and Remove Alexandro Garcia. Find that this project is exempt from the California Environmental Quality Act pursuant to Section 15378; no environmental review is required.

e. Approval of Travel and Training Expenses Exceeding $500 per participant for City Manager and Assistant City Manager to attend the Kern County City Managers Training Conference on September 9 th-11th, 2024, in Pismo Beach, CA., and Find that this action is not a project defined under the California Environmental Quality Act State Guidelines; therefore, no environmental review is required pursuant to State Guidelines Section 15378.

12) NEW BUSINESS:
a. Adopt A Resoluti on Authorizing the City Manager or Designee to Implement the Downtown 5- Year Strategic Vision Plan for The City o f Wasco and Find that this action is not a project defined under the California Environmental Quality Act State 3 of 149
City of Wasco City Council Meeting Agenda, August 20, 2024 Guidelines; therefore, no environmental review is required pursuant to State Guidelines Section 15378. (Lara)

b. Consideration on Adopting a resolution providing for the appointment of City Council Members for Districts 2, 4, and 5 and canceling the November 5, 2024 election.

c. Sheriff’s Activity League Building Project Progress. Informational Only (Villa)

13) PUBLIC HEARINGS: None

14) DEFERRED BUSINESS: None

15) REPORTS FROM COMMISSIONS AND COMMITTEES:
a. Kern Economic Development Corporation (Medina)
b. Kern Council of Government (Reyna)
c. Wasco Task Force (Saldaña and Medina)
16) REPORTS FROM THE CITY MANAGER:

17) REPORTS FROM THE CITY COUNCIL:

18) CLOSED SESSION:
a. Approval of Closed Session Minutes for August 6, 2024.

b. CONFERENCE WITH LABOR NEGOTIATORS 54957.6
Agency designated representatives: City Manager, HR Manager, Employee Organization: SEIU Local 521

c. CONFERENCE WITH LEGAL COUNSEL – EXISTING LITIGATION 54956.9 (d)(1) Name of Case: Amerivet Contracting, a California Corporation

19) CLOSED SESSION ACTION:

20) ADJOURNMENT:

This is to certify that this agenda was posted at Wasco City Hall on Augus t 16, 2024, on/or before 6:00 p.m. The agenda is also available on the City website at www.cityofwasco.org.

_________________________________
Maria O. Martinez, CMC
City Clerk

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City of Wasco City Council Meeting Agenda, August 20, 2024 All agenda item supporting documentation is available for public review o n the city website , www.cityofwasco.org, and the office of the City Clerk of the City of Wasco, 746 8 th Street, Wasco, CA 93280 , during regular business hours, 8:00 am – 4:30 pm Monday through Thursday and 8:30 am – 4:30 pm Friday (closed alternate Friday's), following the posting of the agenda. Any supporting documentation related to an agenda item for an open session of any regular meeting that is distributed after the agenda is posted and prior to the meeting will also be available for review at the same location and available at the meeting. Please remember to turn off all cell phones, pagers, or electronic devices during Council meetings.

The City of Wasco does not discriminate on the basis of disability in access to, provision of, or employment in its programs and activities pursuant to 29 United States Code Section 12132 and California Civil Code Section 54.

The City Clerk's Office can provide information regarding the rights provided under the Americans with Disabilities Act (ADA).

If you need special assistance to participate in this meeting, please contact the City Clerk's Office at (661) 758- 7215 to make reasonable arrangements to ensure accessibility to this meeting.

Telephone (661) 758-7215.

Requests for assistance should be made at least two (2) days in advance whenever possible.

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STAFF REPORT
Successor Agency to the Former
Wasco Redevelopment Agency

TO: Honorable Chairman and Governing Board

FROM: M. Scott Hurlbert, City Manager
Isarel Perez-Hernandez, Finance Director

DATE: August 20, 2024

SUBJECT: Adopt a Resolution of the Successor Agency to the Former Wasco Redevelopment Agency to add Eduardo Saldana as Authorizing Signer for all Successor Agency Bank Accounts and remove Alexandro Garcia. _____________________________________________________________________________________ Recommendation:

Staff recommends the Governing Board
1) Adopt a Resolution of the Successor Agency to the Former Wasco Redevelopment Agency Authorizing the Signing Authority for all Successor Agency Bank Accounts; and

2) Find that this action is not a project as defined under the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15378, no environmental review is required.

Environmental Review:

The staff has reviewed the proposed activity for compliance with the California Environmental Quality Act(CEQA) and has determined that the activity is not a “Project” as defined under Section 15378 of the State CEQA guidelines because the proposed activity consists of a governmental fiscal/administrative activity which does not result in a physical change in the environment; therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines, the activity is not subject to CEQA. Thus, no environmental review is required.

Discussion:

The Successor Agency bank accounts require a formal resolution by the governing body to authorize representatives on their behalf to establish new accounts and or m odify existing accounts and to make deposits or withdrawals into the bank account . Through this resolution, we are adding Eduardo Saldana as Mayor Pro-Tem. We are removing Alexandro Garcia as Mayor.

Valentin Medina Mayor
Eduardo Saldana Mayor Pro-Tem
Michael Scott Hurlbert City Manager
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Maria Lara Assistant City Manager
Maria Martinez City Clerk
Lamar Rodriguez Treasurer
Isarel Perez-Hernandez Deputy Treasurer
Fi
scal Impact:

None.

At
tachments:

1. Resolution
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RESOLUTION NO. 2024 -

A RESOLUTION OF THE SUCCESSOR AGENCY TO THE FORMER WASCO REDEVELOPMENT

AGENCY AUTHORIZING THE SIGNING AUTHORITY FOR ALL SUCCESSOR AGENCY BANK

ACCOUNTS
WHEREAS, The Governing Board hereby authorizes the following individuals to have signing authority for all bank accounts of the Successor Agency to the Former Wasco Redevelopment Agency:

NOW THEREFORE BE IT RESOLVED , by the Governing Board of the Successor Agency to the Former Wasco Redevelopment Agency as follows:

SECTION 1: These individuals shall have the authority to sign checks and conduct banking transactions on behalf of the Agency until they are removed from their elected or assigned position.

SECTION 2: Effective August 20, 2024, Eduardo Saldana, Mayor Pro-Tem, will have signing authority for all bank accounts of the Successor Agency to the Former Wasco Redevelopment Agency.

SECTION 3: Effective August 20 , 2024, Alexandro Garcia , Mayor, will be removed from signing authority for all bank accounts of the Successor Agency to the Former Wasco Redevelopment Agency.

-o0o-

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I HEREBY CERTIFY that the foregoing Resolution No. 2024 - was passed and adopted by the Governing Board of the Successor Agency to the Former Wasco Redevelopment Agency at a regular meeting thereof held on August 20 2024, by the following vote:

COUNCIL MEMBERS: MEDINA, SALDAÑA, MARTINEZ, REYNA
AYES:

NOES:

ABSTAIN:

ABSENT:
__________________________________

VALENTIN MEDINA
CHAIRMAN of the Successor
Agency to the Former Wasco
Redevelopment Agency

Attest: ___________________

__________________________
MARIA O. MARTINEZ, CMC
CITY CLERK and Ex Officio Clerk of
the Board of the Successor Agency
to the Former Wasco
Redevelopment Agency
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STAFF REPORT
Wasco Public Financing Authority

TO: Honorable Chairman and Board of Directors

FROM: M. Scott Hurlbert, City Manager
Isarel Perez-Hernandez, Finance Director

DATE: August 20, 2024

SUBJECT: Adopt a Resolution of the Board of Directors of the Wasco Public Financing Authority to add Eduardo Saldana as Authorizing Signers for all Wasco Public Financing Authority Bank Accounts and remove Alexandro Garcia. _____________________________________________________________________________________

Recommendation:

Staff recommends the Board of Directors
1) Adopt a Resolution of the Board of Directors of the Wasco Public Financing Authority Authorizing Signing Authority for all Wasco Public Financing Authority Bank Accounts; and

Environmental Review:

Discussion:

The Authority bank accounts require a formal resolution by the governing body to authorize representatives on their behalf to establish new accounts and or modify existing accounts and to make deposits or withdrawals into the bank account . Through th is resolution, we are adding Eduardo Saldana as Mayor Pro -Tem. We are removing Alexandro Garcia as Mayor.

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Valentin Medina Mayor
Eduardo Saldana Mayor Pro-Tem
Michael Scott Hurlbert City Manager
Maria Lara Assistant City Manager
Maria Martinez City Clerk
Lamar Rodriguez Treasurer
Isarel Perez-Hernandez Deputy Treasurer

Fiscal Impact:

None.

Attachments:

1. Resolution
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RESOLUTION NO. 2024 -

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE WASCO PUBLIC

FINANCING AUTHORITY AUTHORIZING SIGNING AUTHORITY FOR ALL

WASCO PUBLIC FINANCING AUTHORITY BANK ACCOUNTS
WHEREAS, The Board of Directors hereby authorizes the following individuals to have signing authority for all bank accounts of the Wasco Public Financing Authority:

Val
entin Medina Mayor
Eduardo Saldana Mayor Pro-Tem
Michael Scott Hurlbert City Manager
Maria Lara Assistant City Manager
Maria Martinez City Clerk
Lamar Rodriguez Treasurer
Isarel Perez-Hernandez Deputy Treasurer
NOW T
HEREFORE BE IT RESOLVED , by the Board of Directors of the Wasco Public Financing Authority as follows:

SECTI
ON 1: These individuals shall have the authority to sign checks and conduct banking transactions on behalf of the Wasco Public Financing Authority until they are removed from their elected or assigned position.

SECTI
ON 2: Effective August 20, 2024 Eduardo Saldana Mayor Pro -Tem will have signing authority for all bank accounts of the Wasco Public Financing Authority.

SECTI
ON 3: Effective August 20, 2024 Alexandro Garcia Mayor will be removed from signing authority for all bank accounts of the Wasco Public Financing Authority. -o0
o-

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I HEREBY CERTIFY th at the foregoing Resolution No. 2024 - was passed and adopted by the Governing Board of the Wasco Public Financing Authority at a regular meeting thereof held on August 20, 2024, by the following vote:

COU
NCIL MEMBERS: MEDINA, SALDAÑA, MARTINEZ, REYNA
AYES:

NOES:

ABSTAIN:

ABSENT:
_____________________
_____________

VALENTIN MEDINA
CHAIRMAN of the Wasco
Public Financing Authority
Attest: _______________
__________________________
MARIA O. MARTINEZ, CMC
CITY CLERK and Ex Officio Clerk of
the Board of the Wasco Public
Financing Authority
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WARRANTS AMOUNTS
G080724 209,165.88
G080524 43,535.69
G073124 315,662.54
G072924 245,520.21
H072924 373.10
H073124 3,375.45
R073124 123.92
A080124 7,339.88
A072924 109.00 Verified By:

Grand Total 825,205.67 Finance Director WARRANT VENDOR NAME VENDOR No. INVOICE No. CHECK No. DESCRIPTION AMOUNTS 1 A072924 NAVIA BENEFIT SOLUTIONS 5664 HRA 072624 5497 HEALTH CARE HRA 072624 109.00 2 A072924 Total 109.00
3 A080124 NAVIA BENEFIT SOLUTIONS 5664 072924 5500 MEDICAL CHECK RUN 072924 7,339.88 4 A080124 Total 7,339.88
5 G072924 BHT ENGINEERING, INC 5134 24-033 28319 IOD CNG STATION 1/1/24-1/31/24 802.50 6 G072924 BHT ENGINEERING, INC 5134 24-172 28319 PM 12481: DUTCH BROS FINAL MAP FEES 1,675.00 7 G072924 BHT ENGINEERING, INC 5134 24-210 28319 LLMD 2024: 5/1/24-5/31/24 9,610.00 8 G072924 BHT ENGINEERING, INC 5134 24-261 28319 24003-1: HSIP CYCLE 11 HWY 43 & 8TH 4,722.50 9 G072924 BSK & ASSOCIATES, INC. 1052 AH13514 28320 WTR SAMPLE TEST: 5/16/24 UCMR5 EPA 820.00 10 G072924 BSK & ASSOCIATES, INC. 1052 AH16789 28320 WW SAMPLE TEST: 6/27/24 BOD & TSS 140.00 11 G072924 CALIFORNIA SAFETY TRAINING CORPORATION 1711 115488 28321 6/19/24 PESTICIDE HAZARDOUS TRAINING 680.00 12 G072924 CENTRAL VALLEY ENVIRONMENTAL 6032 R0232 28322 21003: LABOR CAMP ABATEMENT RETAINAGE 129,350.00 13 G072924 CINTAS CORPORATION NO. 3 4480 4196600965 28323 UNIFORM SRVCS WE 062124 366.74 14 G072924 CINTAS CORPORATION NO. 3 4480 4197311908 28323 UNIFORM SRVCS 062824 353.26 15 G072924 CLEARSOURCE FINANCIAL CONSULTING 5243 UFC0624-449 28324 USER REGULATORY FEE STUDY BILL #6 1,800.00 16 G072924 CORE & MAIN LP 4704 V008901 28325 PVC PARTS FOR WTR DEPT REPAIRS 889.77 17 G072924 CORE & MAIN LP 4704 V027583 28325 PVC PARTS FOR WTR DEPT REPAIRS 709.88 18 G072924 DEE JASPAR AND ASSOCIATES, INC 378 24-00666 28326 JUNE 2024: TASK ORDER #6 PUMP & WTR SYSTEM EVAL 169.50 19 G072924 DEE JASPAR AND ASSOCIATES, INC 378 24-00667 28326 CONFLICT 8001: JUNE 2024 6,121.38 20 G072924 EVIDENT, INC 6147 240464C 28327 PRIVACY SCREEN FOR ON SCENE 275.00 21 G072924 FINISHLINE SIGNS 5938 14188 28328 DECALS FOR PD VEHICLES 761.25 22 G072924 JEFFRIES BROS., INC 140 151944CT 28329 JUN 24: FUEL SERVICES 25,601.65 23 G072924 JTS CONSTRUCTION 6018 01-1314 062824 28330 22013-2: CON PHASE PMT APPLICATION #10 CENTRAL AV 950.00 24 G072924 KERN COUNTY WASTE MANAGEMENT DEPT. 19 43144-IN 28331 JUNE 2024: STSWP FEES 1,924.77 25 G072924 KRAZAN & ASSOCIATES, INC. 74 INV 0241932-22774 28332 21003: LABOR CAMP DEMO DIELDRIN REMOVAL 7,406.00 26 G072924 PATRICK KLAWITTE R 6049 052924 28333 MILEAGE REIMB TRAINING IN SAN DIEGO 158.83 27 G072924 PG & E COMPAN Y 85 2053318492-3 071624 28334 UB WATER WELL #8 12,310.58 28 G072924 PG & E COMPAN Y 85 5816195239-3 071524 28334 WELL #12 MCCOMBS & GRIFFITH SE 31,712.89 29 G072924 PG & E COMPAN Y 85 7383005943-9 071524 28334 NEW STREET LIGHT 2/1-7/13 927.58 30 G072924 PG & E COMPAN Y 85 1495264257-8 070124 28334 TRANSIT CHARGER WELL #14 85.42 As of: August 13th, 2024
Bill Pay
1 of 5
08/13/24
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WARRANT VENDOR NAME VENDOR No. INVOICE No. CHECK No. DESCRIPTION AMOUNTS 31 G072924 READYREFRESH BY NESTLE 4027 24G0018613430 28335 6/15/24-7/14/24: 5410 7TH ST DRINKING WTR SERV 204.83 32 G072924 SAN JOAQUIN VALLEY ROASTING 6182 062124 28336 RFND EXTRA BLK CONTAINER 40.00 33 G072924 SEACO TECHNOLOGIES, INC. 5847 70925 28337 6/21/24: HYPOCHLORITE SOLUTION 2 DRUMS 642.57 34 G072924 STINSON STATIONERS INC 160 286522-0 28338 PRINTER PAPER FOR MULTIPLE DEPT 243.51 35 G072924 WASCO VETERINARY CLINIC 4770 JUNE 2024 28339 24037: JUNE 2024 VET SERVICES 2,390.00 36 G072924 WASCO VETERINARY CLINIC 4770 MAY 2024 28339 24037: MAY 2024 VET SERVICES 1,639.00 37 G072924 WESCO 2051 740572 28340 SWITCH LIGHT POLE AT TRANSIT CHARGING STATIONS 35.80 38 G072924 Total 245,520.21
39 G073124 AFFINITY TRUCK CENTER 405 F013293981-01 28341 RFS VEH #17: AIR DYER 847.81 40 G073124 AFLAC 108 707638 28342 JULY 24: INSURANCE PREMIUM 582.50 41 G073124 AGUSTINE URIBE 6070 072424 28343 121823 UNFM STIP B514.27 393.31 42 G073124 AMAZON CAPITAL SERVICES, INC 4968 1CRY-X9YH-K1LN 28344 BACKUP COMPUTER SSD CADDY FOR PD 6.27 43 G073124 AMAZON CAPITAL SERVICES, INC 4968 1D1G-PXDK-941J 28344 MOUSES FOR FINANCE 145.74 44 G073124 AMAZON CAPITAL SERVICES, INC 4968 1RW1-6CNL-XV67 28344 COMPUTER HARDWARE FOR PD 151.07 45 G073124 AMAZON CAPITAL SERVICES, INC 4968 14WK-NTV7-1R1X 28344 (6) MINI PC'S FOR PD 1,864.08 46 G073124 AMAZON CAPITAL SERVICES, INC 4968 1MCK-HJ47-3TQJ 28344 LABEL MARKER TAPE & SHEET PROTECTORS 25.52 47 G073124 AMAZON CAPITAL SERVICES, INC 4968 1Q4C-PGNR-494L 28344 SHOULDER REST FOR PHONE 12.88 48 G073124 AMAZON CAPITAL SERVICES, INC 4968 17WP-C77H-VGKV 28344 NOTEBOOKS, ENVELOPES, CLASPS FOR PD 84.29 49 G073124 AMAZON CAPITAL SERVICES, INC 4968 19X3-CVVH-KVT X 28344 INTEROFFICE ENVELOPS FOR PD 29.23 50 G073124 AMAZON CAPITAL SERVICES, INC 4968 1HWD-X64P-9W73 28344 DOOR HINGES FOR PW 70.08 51 G073124 AMAZON CAPITAL SERVICES, INC 4968 1NWM-KFFQ-34TJ 28344 VENT COVERS FOR CHIEF & SHEILA AT PD 161.22 52 G073124 AMAZON CAPITAL SERVICES, INC 4968 1TDL-NLCN-MXVD 28344 TOOLS FOR WWTP 131.36 53 G073124 AMAZON CAPITAL SERVICES, INC 4968 1XHW-1YFZ-FGQG 28344 CHARGING CABLES 8.65 54 G073124 AMAZON CAPITAL SERVICES, INC 4968 1XNQ-94V1-MKDM 28344 TOOLS FOR WWTP 167.79 55 G073124 AMAZON CAPITAL SERVICES, INC 4968 1YTY-LXYV-MGQM 28344 OFFICE SUPPLIES FOR WWTP 58.19 56 G073124 BLUE LINE SOLUTIONS, INC 5910 1533 28345 BACKGROUND INVESTIGATION 498.74 57 G073124 BSK & ASSOCIATES, INC. 1052 AH16940 28346 WW SAMPLE TEST: 7/1/24 BOD & TSS 140.00 58 G073124 BSK & ASSOCIATES, INC. 1052 AH17209 28346 WW SAMPLE TEST: 7/3/24 BOD, EC, TDS, TSS, NITROGEN 305.33 59 G073124 BSK & ASSOCIATES, INC. 1052 AH17449 28346 WW SAMPLE TEST: 7/9/24 BOD & TSS 140.00 60 G073124 CHESTER AVENUE BRAKE 211 01P63298 28347 RFS VEH #23: FOOT VALVE 203.62 61 G073124 CINTAS CORPORATION NO. 3 4480 4198011261 28348 UNIFORM SRVCS 070524 353.26 62 G073124 CLARK PEST CONTROL 117 35611754 28349 JULY 2024: 5409 7TH ST PEST CONTROL SERV 62.00 63 G073124 CLARK PEST CONTROL 117 25611834 28349 JULY 2024: 5410 7TH ST PEST CONTROL SERV 67.00 64 G073124 COASTLINE EQUIPMENT COMPAN Y 1947 1148329 28350 25009_1-4: NEW LOADER 209,956.84 65 G073124 CODE 3 TECHNOLOGY LLC 6101 24-356 28351 SUPPLIES FOR AED 679.32 66 G073124 COUNTRY AUTO & TRUCK, INC. 3008 747632 28352 RFS VEH #16: 4 TAIL LIGHTS 125.53 67 G073124 COUNTRY AUTO & TRUCK, INC. 3008 747633 28352 POLICE #GENERAL: BOX OF 12 OIL & AIR FILTERS 190.56 68 G073124 COUNTY OF KERN 218 IN0492243 28353 JULY 24: 801 8TH ST BUS PLAN LOW RISK 404.00 69 G073124 COUNTY OF KERN 218 IN0492596 28353 5410 7TH ST WWTP: BUS PLAN SMALL LOW RISK 404.00 70 G073124 CUMMINS INC 376 Y8-49259 28354 7/17/24: REPAIRS TO LINEAR ACTUATORS 979.67 71 G073124 DIAMOND TECHNOLOGIES, INC. 2724 36287 28355 AGREEMENT BLOCK RETAINER 10,000.00 72 G073124 DLT SOLUTIONS, LLC 576 SI660485 28356 6/26/24-6/25/25: CIVIL 3D 2025 ANNUAL SUBSCRIPTION 2,730.79 73 G073124 EMAINT ENTERPRISES LLC 5958 INV63156 28357 TEAM EDITION: 3-USERS 2,608.20 74 G073124 ETHAN ALEGRI A 6047 072424 28358 111323 UNFM STIP B0 501.07 75 G073124 FASTENAL COMPAN Y 3221 CABAE27270 28359 JANITORIAL SUPPLIES FOR WWTP 1,148.78 76 G073124 FINISHLINE SIGNS 5938 14337 28360 DECALS FOR PD VEHICLES 799.50 77 G073124 FLOWATER INC 5241 INV96702 28361 24041: INSTALL REFILL STATION AT PD 8,410.50 78 G073124 GENERAL OFFICE MACHINE COMPAN Y 1195 23397 28362 CITY HALL MAINT CONTRACT 09/2024-09/2025 357.23 79 G073124 JEREMY REY LOPEZ 5207 0334009 28363 930 BROADWAY AVE HOMELESS CAMP JUNK REMOVAL 700.00 80 G073124 NEW YORK LIFE INSURANCE COMPAN Y 4733 YMH_20240803 28364 AUG 24: INSURANCE PREMIUM 270.00 81 G073124 O'REILLY AUTO ENTERPRISES, LLC 4230 4936-201762 28365 ENGINEERING VEH #97: NEW COMPRESS & A/C KITS 309.66 82 G073124 PRINCIPAL LIFE INSURANCE COMPAN Y 5862 1168207-10001 071824 28366 AUG 24: INSURANCE PREMIUM 12,061.34 83 G073124 SAFETY-KLEEN SYSTEMS, INC 4768 94812267 28367 MATERIAL #GEN: SERVICE PART CLEANER 238.66 2 of 5
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WARRANT VENDOR NAME VENDOR No. INVOICE No. CHECK No. DESCRIPTION AMOUNTS 84 G073124 SAM'S STORAGE 6176 24-000559 28368 RFND FOR PERMIT FEES #24-000051 47,979.28 85 G073124 SAN JOAQUIN VALLEY AIR POLLUTION CONTROL DISTRICT 1198 S177280 28369 JULY 2024: AUTORITY TO CONSTRUCT 2,673.80 86 G073124 SOUTHERN TIRE MART LLC 5953 7150013078 28371 CODE COMP VEH #05: 2 NEW TIRES 293.44 87 G073124 SOUTHERN TIRE MART LLC 5953 7150013689 28371 WATER VEH #54: 6 NEW TIRES 890.64 88 G073124 SOUTHERN TIRE MART LLC 5953 7150013691 28371 STREET VEH #78: 4 NEW TIRES 593.76 89 G073124 THE BAKERSFIELD CALIFORNIAN 206 89224ad357803 28372 25005: SUPPLY & DELIVERY OF MISC PIPE, VALVES, FIT 736.53 90 G073124 THE BAKERSFIELD CALIFORNIAN 206 89224ad357813 28372 SUPPLY & DELIVERY OF BULK WATER METERS AD 723.54 91 G073124 THE HOME DEPOT PRO 5006 814381539 28373 JANITORIAL SUPPLIES 937.15 92 G073124 THE SHAFTER PRESS/ WASCO TRIBUNE 4787 3431 28370 25005: SUPPLY & DELIVERY OF MISC PIPE, VALVES, FIT 187.78 93 G073124 THE SHAFTER PRESS/ WASCO TRIBUNE 4787 3432 28370 SUPPLY & DELIVERY OF BULK WATER METERS AD 187.78 94 G073124 USA BLUEBOO K 498 INV00419908 28374 GRIPPER: STYLE PIPE PLUG 67.14 95 G073124 USA BLUEBOO K 498 INV00419914 28374 SLUDGE JUDGE, DIAMETER TUBE 228.54 96 G073124 USA BLUEBOO K 498 INV00409805 28374 JANITORIAL SUPPLIES FOR WWTP 344.57 97 G073124 WASCO T-SHIRTS PRINTING 497 9456 28375 POLICE PATCHES 433.00 98 G073124 Total 315,662.54
99 G080524 AMERICAN EMERGENCY PRODUCTS 5878 INV0034708 28380 PATROL UTILITY UPFITTING (3) 16,471.32 100 G080524 AMERICAN EMERGENCY PRODUCTS 5878 INV0034709 28380 PATROL VEHICLE UPFITTING 10,980.88 101 G080524 CALIFORNIA BUILDING STANDARDS COMMISION 2575 07312024 28381 GREEN FEES APR-JUN 2024 1,032.30 102 G080524 GRANITE DATA SOLUTIONS 5082 IN94300-1 28382 POLICE DEPT BACK UP COMPUTER 1,198.97 103 G080524 INTERWEST CONSULTING GROUP, INC. 1571 473136 28383 JUN 24: PROFESSIONAL SRVCS REIMB 2,655.27 104 G080524 PC SPECIALISTS, INC 5030 5571966 28386 DELL LAPTOP AND DOCKING STATIONS 3,461.78 105 G080524 PROFORCE LAW ENFORCEMENT 5918 553321 28384 SAFETY INVENTORY (18) TMW CARRIERS 6,886.97 106 G080524 THE BAKERSFIELD CALIFORNIAN 206 89224ad350925 28385 AD: JOB RECRUITMENT DISPATCHER 424.10 107 G080524 THE BAKERSFIELD CALIFORNIAN 206 89224ad335715 28385 AD: JOB RECRUITMENT STREET MAINT TECH 424.10 108 G080524 Total 43,535.69
109 G080724 ACC BUSINESS 4766 241968019 28387 FIBER NETWORK SERVICES 816.91 110 G080724 AMAZON CAPITAL SERVICES, INC 4968 1Q4C-PGNR-3CNJ 28388 DISPATCH OFFICE SUPPLIES 133.68 111 G080724 AMAZON CAPITAL SERVICES, INC 4968 17H9-GKWV-17V3 28388 ENCLOSED BULLETIN BOARD FOR CITY HALL 428.66 112 G080724 AMAZON CAPITAL SERVICES, INC 4968 1CV6-GW6X-3Q3C 28388 SUPPLIES FOR DISPATCHERS 31.33 113 G080724 ATT - PAYMENT CENTER 1488 000022042724 28389 PHONE SERVICES 06/24/24 - 07/23/24 33.91 114 G080724 ATT - PAYMENT CENTER 1488 000022042725 28389 PHONE SERVICES 06/24/24 - 07/23/24 58.19 115 G080724 ATT - PAYMENT CENTER 1488 000022042726 28389 PHONE SERVICES 06/24/24 - 07/23/24 29.87 116 G080724 ATT - PAYMENT CENTER 1488 000022042727 28389 PHONE SERVICES 06/24/24 - 07/23/24 309.31 117 G080724 ATT - PAYMENT CENTER 1488 000022042728 28389 PHONE SERVICES 06/24/24 - 07/23/24 29.91 118 G080724 ATT - PAYMENT CENTER 1488 000022042729 28389 PHONE SERVICES 06/24/24 - 07/23/24 86.50 119 G080724 ATT - PAYMENT CENTER 1488 000022042730 28389 PHONE SERVICES 06/24/24 - 07/23/24 30.44 120 G080724 ATT - PAYMENT CENTER 1488 000022042731 28389 PHONE SERVICES 06/24/24 - 07/23/24 58.23 121 G080724 ATT - PAYMENT CENTER 1488 000022042732 28389 PHONE SERVICES 06/24/24 - 07/23/24 29.87 122 G080724 ATT - PAYMENT CENTER 1488 000022042733 28389 PHONE SERVICES 06/24/24 - 07/23/24 29.87 123 G080724 ATT - PAYMENT CENTER 1488 000022042734 28389 PHONE SERVICES 06/24/24 - 07/23/24 2,023.46 124 G080724 ATT - PAYMENT CENTER 1488 000022042735 28389 PHONE SERVICES 06/24/24 - 07/23/24 29.87 125 G080724 ATT - PAYMENT CENTER 1488 000022042736 28389 PHONE SERVICES 06/24/24 - 07/23/24 33.91 126 G080724 ATT - PAYMENT CENTER 1488 000022042737 28389 PHONE SERVICES 06/24/24 - 07/23/24 56.63 127 G080724 ATT - PAYMENT CENTER 1488 000022042738 28389 PHONE SERVICES 06/24/24 - 07/23/24 29.87 128 G080724 ATT - PAYMENT CENTER 1488 000022042739 28389 PHONE SERVICES 06/24/24 - 07/23/24 29.87 129 G080724 ATT - PAYMENT CENTER 1488 000022042740 28389 PHONE SERVICES 06/24/24 - 07/23/24 29.87 130 G080724 ATT - PAYMENT CENTER 1488 000022042741 28390 PHONE SERVICES 06/24/24 - 07/23/24 29.87 131 G080724 ATT - PAYMENT CENTER 1488 000022042742 28389 PHONE SERVICES 06/24/24 - 07/23/24 86.51 132 G080724 ATT - PAYMENT CENTER 1488 000022044265 28389 PHONE SERVICES 06/24/24 - 07/23/24 100.80 133 G080724 ATT - PAYMENT CENTER 1488 000022044359 28389 PHONE SERVICES 06/24/24 - 07/23/24 330.62 134 G080724 AUTOZONE,INC 851 5346724666 28391 55 GAL BARREL OF 5W30 MOTOR OIL FOR ALL DEPTS 866.00 135 G080724 AXZAY VILLARREAL DE VILLARREAL 6061 6 28392 22012-2: TASK ORDER 5 PP#5 FINAL PYMT 3,000.00 136 G080724 BLUE LINE SOLUTIONS, INC 5910 1557 28393 BACKGROUD INVESTIGATION 150.00 3 of 5
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WARRANT VENDOR NAME VENDOR No. INVOICE No. CHECK No. DESCRIPTION AMOUNTS 137 G080724 BR FROST COMPAN Y 2655 1452 28394 20237: TF REHAB PROGRESS BILLING #2 31,450.00 138 G080724 CHARTER COMMUNICATIONS 68 167736001072224 28395 AUG 24: CH INTERNET SRVCS 313.40 139 G080724 CINTAS CORPORATION NO. 3 4480 4198725124 28396 UNIFORM SRVCS 071224 344.98 140 G080724 CINTAS CORPORATION NO. 3 4480 4199430536 28396 UNIFORM SRVCS 071924 356.02 141 G080724 CLARK PEST CONTROL 117 35611808 28397 JULY 2024: 746 8TH ST & 1445 12TH PEST CONTROL SER 247.00 142 G080724 CLARK PEST CONTROL 117 35614341 28397 JULY 2024: 1400 J ST PEST CONTROL SERV 231.00 143 G080724 COUNTRY AUTO & TRUCK, INC. 3008 747523 28398 STREET: SPLICE LOCK CONNECTORS & FITTING 63.25 144 G080724 COUNTRY AUTO & TRUCK, INC. 3008 747537 28398 ST VEH #103: RADIAL SEAL FILTER & FLUID FILTER 62.19 145 G080724 COUNTRY AUTO & TRUCK, INC. 3008 747660 28398 STREET VEH #78: FILTERS & FAN 102.46 146 G080724 COUNTRY AUTO & TRUCK, INC. 3008 747688 28398 RFS VEH #23: SPIN ON FLUID FILTER 25.24 147 G080724 COUNTRY AUTO & TRUCK, INC. 3008 747787 28398 MATERIAL #GENERAL: SOLVENT 149.37 148 G080724 DISCOUNT RADIATOR CENTER 5733 6818 28399 RFS VEH #25: RADIATOR 3,029.69 149 G080724 FERGUSON ENTERPRISES INC 1008 0000177 28400 BOLTS & PARTS FOR WTR DEPT REPAIRS 113.18 150 G080724 GARDAWORLD 4266 10789181 28401 AUG 24: ARMORED SRVCS 490.23 151 G080724 HINDERLITER DELLAMAS & ASSOCIATES 1184 SIN041029 28402 Q1 CONTRACT & AUDIT SRVCS-SALES TAX 2,358.02 152 G080724 INTERWEST CONSULTING GROUP, INC. 1571 565951 28403 REV #2 FOR WALMART FUEL STATION 660.00 153 G080724 INTERWEST CONSULTING GROUP, INC. 1571 572441 28403 REVISIONS FOR TOWN & COUNTRY PLANS 240.00 154 G080724 KAISER FOUNDATION HEALTH PLAN INC 4757 199638057790 28404 SEPT 24: INSURANCE PREMIUM 4,880.96 155 G080724 KNIGHT'S SITE SERVICES, INC 1075 0000206763 28405 7/23/24-8/19/24: PORTABLE TOILET SERV AT GW SITE 76.46 156 G080724 LEXIPOL, LLC 5902 #INVLEX11236490 28406 ANNUAL MANUAL(S) & PROCEDURES 1,517.50 157 G080724 LIONEL LOPEZ JR 6002 073024 28407 092523 UNFM STIP B0 324.98 158 G080724 LLOYD GALUTIR A 6071 073024 28408 011524 UNFM STIP B827.17 394.87 159 G080724 LOS RODRIGUEZ 6171 46890 28409 CENTRAL AVE PARK RIBBON CUTTING 162.00 160 G080724 MARIA LAR A 6151 072324 28410 MILEAGE REIMBURSEMENT TRAINING 75.31 161 G080724 MARTIN, PARIS, AND MULLINS LLC 5976 2024-034 28411 BACKGROUND INVESTIGATION 2,000.00 162 G080724 MARTIN, PARIS, AND MULLINS LLC 5976 2024-035 28411 BACKGROUND INVESTIGATION 2,000.00 163 G080724 O'REILLY AUTO ENTERPRISES, LLC 4230 4936-200462 28412 DAR VEH #61: NEW COMPRESS & A/C KITS 374.00 164 G080724 PACE ANALYTICAL SERVICES, INC 5694 2427B500223 28413 WTR SAMPLE TEST: 7/2/24 WELL #13 CLIP 373.00 165 G080724 PACE ANALYTICAL SERVICES, INC 5694 2427B500855 28413 WTR SAMPLE TEST: 7/16/24 BACTERIOLOGICAL DWPDIST12 98.00 166 G080724 PACE ANALYTICAL SERVICES, INC 5694 2427B500888 28413 WTR SAMPLE TEST: WELL #7,#12,#13,#14 CLIP 260.00 167 G080724 PACE ANALYTICAL SERVICES, INC 5694 2427B501111 28413 WTR SAMPLE TEST: 7/22/24 BACTERIOLOGICAL DWPDIST12 84.00 168 G080724 PETERSON AUTO SUPPL Y 152 7417-275288 28414 RFS VEH #23: HYDRAULIC HOSE & FITTINGS 605.33 169 G080724 PETERSON AUTO SUPPL Y 152 7417-275852 28414 RFS VEH #14: OIL & FUEL FILTER 117.66 170 G080724 PG & E COMPAN Y 85 0751114029-0 072924 28415 UB COW VEHICLES PARKING 311.02 171 G080724 PG & E COMPAN Y 85 2867383297-9 072924 28415 JULY 24: WELL #14 36,840.44 172 G080724 PG & E COMPAN Y 85 4675436856-4 072524 28415 UB NE COR CENTRAL AVE & MARGALO 263.67 173 G080724 PG & E COMPAN Y 85 5199704189-5 072424 28415 UB MULTIPLE LOCATIONS 072424 56,322.12 174 G080724 PG & E COMPAN Y 85 7955235222-5 072924 28415 UB 709 POSO AVE 99.67 175 G080724 PG & E COMPAN Y 85 9285039198-5 28415 UB 640 G ST AMTRAK WALK WAY 302.93 176 G080724 SAMSARA INC 5876 310519553128955 28416 GPS LICENSE FOR 12 VEHICLES 2,837.84 177 G080724 STINSON STATIONERS INC 160 294372-0 28418 BUSINESS CARDS FOR PD 48.80 178 G080724 STINSON STATIONERS INC 160 294499-0 28418 BUSINESS CARDS FOR PD 244.00 179 G080724 THE SHAFTER PRESS/ WASCO TRIBUNE 4787 3430 28417 AD: NOTICE GENERAL MUNICIPAL ELECTION 106.58 180 G080724 THE SHAFTER PRESS/ WASCO TRIBUNE 4787 3433 28417 AD: NOTICE OF PUBLIC HEARING 91.35 181 G080724 THE SHAFTER PRESS/ WASCO TRIBUNE 4787 3442 28417 AD: PLANNING COMMISION RECRUITMENT 238.00 182 G080724 THE SHAFTER PRESS/ WASCO TRIBUNE 4787 3453 28417 AD: HEARING- GPA WITH MAP 475.00 183 G080724 TYLER TECHNOLOGIES, INC 1064 045-476500 28419 MUNIS SUPPORT & UPDATE LICENSING 092324-092225 40,186.86 184 G080724 UNDERGROUND SERVICE ALERT 167 132390USB24 28420 7/1/24-6/30/25: CA STATE FEE FOR REGULATORY COSTS 514.58 185 G080724 UNDERGROUND SERVICE ALERT 167 1323902024 28420 2024 MEMBERSHIP FEE, 788 QT BILLABLE TICKETS 1,602.78 186 G080724 UNIVAR USA INC 111 52240804 28421 WELL #11: 11TH & OAK LIQUID CHLORINE AUG 2024 1,140.14 187 G080724 UNIVAR USA INC 111 52240805 28421 WELL #14: 747 G ST LIQUID CHLORINE AUG 2024 829.20 188 G080724 WITCHER ELECTRIC, INC. 3856 40801AA 28422 WELL #12: SPARE WARRICK RELAY 657.28 189 G080724 WITCHER ELECTRIC, INC. 3856 40816AA 28422 WELL #12: WARRICK SENSING PROBES 1,314.56 4 of 5
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WARRANT VENDOR NAME VENDOR No. INVOICE No. CHECK No. DESCRIPTION AMOUNTS 190 G080724 ZACK ACADEMY INC 5809 24-2350 28423 ON SITE TRAINING FOR WTR & WW 2,255.00 191 G080724 Total 209,165.88
192 H072924 DEE JASPAR AND ASSOCIATES, INC 378 24-00665 28376 23003: WELL #13: EQUIPPING JUNE 2024 373.10 193 H072924 Total 373.10
194 H073124 JEFFRIES BROS., INC 140 153045 28377 RNWBL DYEDDSL 1000 QT 3,375.45 195 H073124 Total 3,375.45
196 R073124 LESLY E. MIRANDA 6178 18101-0180015010 28378 RFND-DPST 1501 D ST. 87.98 197 R073124 MARTHA RAMIREZ 6175 15647-0001016170 28379 RFND-DPST 1617 1ST ST. 35.94 198 R073124 Total 123.92
199 Grand Total 825,205.67
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18 of 149
.

TO: Honorable Mayor and Members of the City Council

FROM: M. Scott Hurlbert, City Manager
Keri Cobb, Community Development Director

DATE: August 20, 2024

SUBJECT: Adopt and Waive the Second Reading of an Ordinance of the City Council of the City of Wasco Adopting Zone Change 24-01

Recommendation:

Staff recommends that the City Council:
1) Adopt and Waive the second reading of an Ordinance of the City Council of the City of Wasco Reclassifying approximately 8.22 acres of land from R-1- 6 (Low Density Residential 6,000 sq. ft. minimum lot size) to PF (Public Facilities) as Shown in the attached Ordinance; and

2) Find that this project is exempt from the California Environmental Quality Act pursuant to Section 15061(b)(3), no environmental review is required.

Environmental Review:

Pursuant to California Environmental Quality Act Guidelines Section 15061(b)(3), also known as the “general rule” exemption, CEQA exempts activities that can be seen with certainty to have no possibility for causing a significant effect on the environment. No environmental review is required,

Discussion:

The project is a Zone Change to reclassify approximately 8.22 acres at the southwest corner of 7
th and Magnolia from R-1-6 (Low Density Residential 6,000 sq. ft. minimum lot size) to PF (Public Facilities)

The Wasco Union High School District recently acquired property to relocate their Ag farm and build a new MOT facility . This site is located at the southwest corner of 7 th and
Magnolia and the current General Plan Land Use designation on the site is Low Density Residential. 8.22 acres of the site is in the City Limits and the remaining 31.52 acres is in the City’s Sphere of Influence in the County (s ee map below). In order for the District to complete this project, the following Planning and Zoning Actions must be taken:

• General Plan Amendment to reclassify the entirety of the property identified from Low Density Residential to Public Facilities.

STAFF REPORT
City of Wasco

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• Zone Change to reclassify the 8.22-acre piece of property at the southwest corner of 7th and Magnolia that is in the City Limits from R-1-6 (Low Density Residential, 6,000 sq. ft. minimum lot size) to P-F (Public Facilities).

• Annexation and pre-zoning to Public Facilities of the remaining 31.52 acres at the Southwest corner of 7th and Magnolia.

This item addresses the second bullet point in the listed actions required to complete the project.

Existing land uses surrounding the Wasco Union High School District Site are as follows (see Air Image below and General Plan Land Use Map below):

• North
Wasco General Plan Land Use – Lo w Density Residential
Existing Land Use – 1 Single Family residence and agriculture (unincorporated)

• South
Wasco General Plan La nd Use – Low Density Residential
Existing Land Use – agriculture (unincorporated)

• East
Wasco General Plan Land Use - Pub lic Facilities and Low Density Residential Existing Land Use – John L. Prueitt Elementary School and Agriculture (incorporated)
Wasco Zoning Designation – P -F (Public Facilities) and R-1-8 (Low Density Residential 8,000 square foot minimum lots size)

• We
st
Wasco General Plan Land Use - Lo w Density Residential
Existing Land Use - Agriculture (7.4 acres incorporated and 31.64 acres unincorporated)
City of Wasco Zoning 7.4 acres – R -1-6 (Low Density Residential 6,000 square foot minimum lot size)

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Wasco Union High School District Site Location

Zoning Map – Existing Zoning

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Zoning Map – Proposed Zoning

22 of 149
Analysis

The principal objective of the proposed zone change is to rezone approximately 8.22 acres of the site that the Wasco Union High School District recently closed escrow on to a Public Facilities zone so they can move forward with relocation of t heir Ag Farm and planning for relocation of future facilities.

If approved, in conjunction with the proposed General Plan Amendment, the proposed Zone Change will provide a proper Zoning Classification for the Wasco Union High School District to relocate facilities to this site.

Environmental Review

The City has determined that this project is Categorically Exempt from the California Environmental Quality Act Pursuant to Section 15061(b)(3), which states that the project is exempt by statute if:

“The activity is covered by the common sense exemption that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA”

The
re-designation of land use alone, where no specific project has been submitted does not have a significant effect on the environment.

General Plan Consist ency Analysis

The General Plan provides a policy basis for the adoption of the proposed GPA and Zone Change. This document contains the following goals, policy , and implementation direction related to the proposed project:

Land Use Element

LU Goal 2 : “A l
ogical, orderly development pattern that matches the City’s ability to provide services

LU Policy 3: E ncourage consistent and comprehensive planning for the city.

LU Action 3.2: F ollowing the adoption of the General Plan Update, the City shall prepa re revisions and/or amendments to the Zoning Code text to incorporate necessary General Plan implementation measures and ensure consistency between the General Plan and Zoning Code within the City

Based
on this policy analysis and the site locations on the edge of the developed City where future growth is expected but there is still adequate room for the needed public/institutional facilities, staff believes the proposed General Plan Amendment is consistent with applicable policies and implementation direction of the General Plan.

Attachments:

1. City Council Ordinance
23 of 149
ATTACHMENT 1

ORDINANCE NO. 2024 -

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF WASCO REZONING APPROXIMATELY 8.22 ACRES OF LAND FROM R-1-6 (LOW DENSITY RESIDENTIAL 6,000

SQUARE FOOT MINIMUM LOT SIZE) TO P-F (PUBLIC FACILITIES)

THE CITY COUNCIL OF THE CITY OF WASCO DOES HEREBY ORDAIN AS FOLLOWS:

Section 1: Amendments

The Official Zoning Map designation for the subject property, Kern County Assessor Parcel Number 487-140-47, as shown below is hereby rezoned as P-F (Public Facilities) in accordance with Chapter 17.76 of the City of Wasco Zoning Ordinance.

Section 2: Severability

Each of the provisions of this ordinance is severable. If any provision shall be declared to be invalid, the remaining provisions shall not be affected thereby but shall remain in full force and effect.
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ATTACHMENT 1

Section 3: Effective Date

The City Clerk is hereby ordered to publish this Ordinance in summary form in accordance with the law, in a newspaper of general circulation in the City. This ordinance shall become effective 30 days from the date of its adoption.

-o0o-
INTRODUCED at a regular meeting of the City Council of the City of Wasco on the 6th day of August, 2024.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Wasco on the 20TH day of August, 2024, by the following votes:

COUNCIL MEMBERS: MEDINA, MARTINEZ, REYNA, SALDANA
AYES:

NOES:

ABSTAIN:

ABSENT:

VALENTIN MEDINA
Mayor of the City of Wasco

Attest: ____________

_________________________
MARIA O. MARTINEZ, CMC
CITY CLERK and Ex Officio Clerk
of the Council of the City of Wasco

25 of 149
.

TO: H
onorable Mayor and Members of the City Council
FRO
M: M. Scott Hurlbert, City Manager
Keri Cobb, Community Development Director
DA
TE: August 20, 2024
SUB
JECT: Adopt and Waive the Second Reading of an Ordinance of The City Council of The City of Wasco adopting Pre-zoning for Annexation 41 Recommendation:

Staff recommends that the City Council:
1) Adopt and waive the second reading of Ordinance of the City Council of the City of Wasco Pre-zoning approximately 31.52 acres of land to PF (Public Facilities) as Shown in the attached Ordinance; and
2) Fi
nd that this project is exempt from the California Environmental Quality Act pursuant to Section 15061(b)(3), no environmental review is required.

En
vironmental Review:

Pursuant to California Environmental Quality Act Guidelines Section 15061(b)(3), also known as the “general rule” exemption, CEQA exempts activities that can be seen with certainty to have no possibility for causing a signi ficant effect on the environment. No environmental review is required,
Di
scussion:

The project is pre- zoning of approximately 31.52 acres at the southwest corner of Magnolia and 7th in preparation for annexation. The proposed zoning designation is P-F (Public Facilities).

Th
e Wasco Union High School District recently acquired property in this location to relocate their Ag farm and build a new MOT facility . This site is located at the southwest corner of 7 th and Magnolia and the current General Plan Land Use designation on the site is Low Density Residential. 8.22 acres of the site is in the City Limits and the remaining

31.52 acres is in the City’s Sphere of Influence in the County (see map below). In order for the District to complete this project, th e following Planning and Zoning Actions must be taken:
• Gen
eral Plan Amendment to reclassify the entirety of the property identified from Low Density Residential to Public Facilities.

STAFF REPORT
City of Wasco
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• Zone Change to reclassify the 8.22-acre piece of property at the southwest corner of 7th and Magnolia that is in the City Limits from R-1- 6 (Low Density Residential, 6,000 sq. ft. minimum lot size) to P-F (Public Facilities).

• Annexation and pre-zoning to Public Facilities of the remaining 31.52 acres at the Southwest corner of 7th and Magnolia.

This item addresses the third bullet point in the listed actions required to complete the project.

Existing land uses surrounding the Wasco Union High School District Site are as follows (see Air Image below and General Plan Land Use Map below):

• North
Wasco General Plan Land Use – Low Density Residential
Existing Land Use – 1 Single Family residence and agriculture (unincorporated)

• South
Wasco General Plan Land Use – Low Density Residential
Existing Land Use – agriculture (unincorporated)

• East
Wasco General Plan Land Use - Public Facilities and Low Density Residential Existing Land Use – John L. Prueitt Elementary School and Agriculture (incorporated)
Wasco Zoning Designation – P-F (Public Facilities) and R-1-8 (Low Density Residential 8,000 square foot minimum lots size)

• West
Wasco General Plan Land Use - Low Density Residential
Existing Land Use - Agriculture (7.4 acres incorporated and 31.64 acres unincorporated)
City of Wasco Zoning 7.4 acres – R-1-6 (Low Density Residential 6,000 square foot minimum lot size)

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Wasco Union High School District Site Location

Zoning Map – Proposed Pre-zoning

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Analysis

The principal objective of the proposed zone change is to pre-zone approximately 31.52 acres of the site that the Wasco Union High School District recently closed escrow on to a Public Facilities zone so they can move forward with the relocation of their Ag Farm and planning for relocation of future facilities.

If approved, in conjunction with the proposed General Plan Amendment and annexation the proposed Zone Change will provide a proper Zoning Classification for the Wasco Union High School District to relocate facilities to this site.

Environmental Review
The City has determined that this project is Categorically Exempt from the California Environmental Quality Act Pursuant to Section 15061(b)(3) which states that the project is exempt by statute if:

“The activity is covered by the common sense exemption that CEQA applies only to projects which have the potential for causing a significant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant ef fect on the environment, the activity is not subject to CEQA”

The re-designation of land use alone where no specific project has been submitted does not have a significant effect on the environment.

General Plan Consistency Analysis

The General Plan provides a policy basis for the adoption of the proposed GPA and Zone Change. This document contains the following goals, policy and implementation direction related to the proposed project:

Land Use Element

LU Goal 2: “A logical, orderly development patte rn that matches the City’s ability to provide services

LU Policy 3: Encourage consistent and comprehensive planning for the city.

LU Action 3.2: Following the adoption of the General Plan Update, the City shall prepare revisions and/or amendments to the Zoning Code text to incorporate necessary General Plan implementation measures and ensure consistency between the General Plan and Zoning Code within the City

Based on this policy analysis and the site locations on the edge of the developed City where future growth is expected but there is still adequate room for the needed public/institutional facilities, staff believes the proposed General Pl an Amendment is consistent with applicable policies and implementation direction of the General Plan.

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Attachments:

1. City Council Ordinance
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ATTACHMENT 1

ORDINANCE NO. 2024 -

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF WASCO PREZONING APPROXIMATELY 31.52 ACRES OF LAND TO P-F (PUBLIC FACILITIES)

THE CITY COUNCIL OF THE CITY OF WASCO DOES HEREBY ORDAIN AS FOLLOWS:

Section 1: Amendments

The Official Zoning Map designation for the subject property, Kern County Assessor Parcel Number 487-140-48, as shown below is hereby Prezoned as P-F (Public Facilities) in accordance with Chapter 17.76 of the City of Wasco Zoning Ordinance.

Section 2: Severability

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ATTACHMENT 1

Section 3: Effective Date

-o0o-
INTRODUCED at a regular meeting of the City Council of the City of Wasco on the 6th day of August, 2024.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Wasco on the 20TH day of August, 2024, by the following votes:

COUNCIL MEMBERS: MEDINA, MARTINEZ, REYNA, SALDANA
AYES:

NOES:

ABSTAIN:

ABSENT:

VALENTIN MEDINA,
Mayor Pro Tem of the City of
Wasco

Attest:_____________________

_________________________
MARIA O. MARTINEZ, CMC
CITY CLERK and Ex Officio Clerk
of the Council of the City of Wasco

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STAFF REPORT
City of Wasco

TO: Honorable Mayor and Council Members

FROM: M. Scott Hurlbert, City Manager
Isarel Perez-Hernandez, Finance Director

DATE: August 20, 2024

SUBJECT: Adopt a Resolution to add Eduardo Saldana as Authorizing Signers for all City Bank Accounts and Remove Alexandro Garcia.
_____________________________________________________________________________________ Recommendation:

Staff recommends City Council
1) Adopt a Resolution authorizing the signing authority for all City Bank Accounts; and

Environmental Review:

Discussion:

The City’s Bank Accounts require a formal Resolution by the governing body to authorize representatives on their behalf to establish new accounts and or modify existing accounts and to make deposits or withdrawals into the bank accounts . Through th is resolution, we are adding Eduardo Saldana as Mayor Pro -Tem. We are removing Alexandro Garcia as Mayor.

Fiscal Impact:

None.

Attachments:

1. Resolution authorizing the signing authority for all City Bank Accounts. 34 of 149

RESOLUTION NO. 2024 -

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WASCO AUTHORIZING

THE SIGNING AUTHORITY FOR ALL CITY OF WASCO BANK ACCOUNTS WHEREAS, The City Council hereby authorizes the following individuals to have signing authority for all City of Wasco bank accounts:

NOW THEREFORE BE IT RESOLVED, by the City Council of the City of Wasco as follows:

SECTION 1: These individuals shall have the authority to sign checks and conduct banking transactions on behalf of the City until they are removed from their elected or assigned position.

SECTION 2: Effective August 20, 2024, Eduardo Saldana, Mayor Pro-Tem, will have signing authority for all City of Wasco bank accounts.

SECTION 3: Effective August 20, 2024, Alexandro Garcia , Mayor, will be removed from signing authority for all City of Wasco bank accounts.

-o0o-

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I HEREBY CERTIFY that the foregoing Resolution No. 2024 - was passed and adopted by the Council of the City of Wasco at a regular meeting thereof held on August 20, 2024, by the following vote:

COUNCIL MEMBERS: MEDINA, SALDAÑA, MARTINEZ, REYNA
AYES:

NOES:

ABSTAIN:

ABSENT:

__________________________________

VALENTIN MEDINA
MAYOR of the City of Wasco
Attest: ________________________

__________________________
MARIA O. MARTINEZ, CMC
CITY CLERK and Ex Officio Clerk of
the Council of the City of Wasco
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.

TO: Honorable Mayor and Council Members

FROM: M. Scott Hurlbert, City Manager
Maria Lara, Assistant City Manager

DATE: August 20, 2024

SUBJECT: Approval of Travel and Training Expenses Exceeding $500 per participant for City Manager and Assistant City Manager to attend the Kern County City Managers Training Conference on September 9
th-11th, 2024, in Pismo
Beach, CA.

Recommendation:

Staff recommends the City Council:
1) Approval of Travel and Training Expenses Exceeding $500 per participant for City Manager and Assistant City Manager to attend the Kern County City Managers Training Conference on September 9th-11th, 2024, in Pismo Beach, CA.; and

2) Find that this action is not a project defined under the California Environmental Quality Act State Guidelines; therefore, no environmental review is required pursuant to State Guidelines Section 15378.

Environmental Review:

Discussion:

The Kern County C ity Manager Training Conference will provide valuable training on code enforcement cases and strengthening municipal codes to comply with California law, as well as updates on HR rules and regulations. It will also be an opportunity for Wasco to network with other city personnel across the county.

The cost of the training, hotel fees, and food per diems will exceed the Expense and Use of Public Resources Policy Limits established by City of Wasco Resolution No. 2006-2327, limiting expenses to $500.00 per trip.

STAFF REPORT
City of Wasco

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As a result, the City Council must approve the travel and training request for the City Manager and Assistant City Manager to attend the Kern County City Managers Training Conference on September 9th-11th, 2024, in Pismo Beach, CA.

Fiscal Impact:

The cost of travel and training for the Kern County City Manager Training Conference is estimated to not exceed $1, 200.00 per attendee . The adopted FY 2023- 2024 Operating Budget contains sufficient funding to cover this expense; no budget action is required.

Attachments:

1. Conference information

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SPEAKERS
Matthew Bronson
City Manager, Grover Beach
Kristin Ericksson
Assistant City Manager,
Grover Beach
Che Johnson
Partner, Libert-Cassidy
Whitmore Law
AGENDA
Monday, September 9
• Welcome Session, 3-5PM
• Opening Sponsored Dinner, 7PM-TBD
Tuesday, September 10th
• 9am- Breakfast & Networking
• 9:30 am-Jorge Garcia, City of Pismo
Beach
• 10:30 am- Che Johnson, Libert-Cassidy
Whitmore
• Noon-Lunch@ Pismo Moose Lodge
Hotel: Vespera Resort
Valarie Escalante-Troesch
Partner , Civica Law Group
Jorge Garcia
City Manager, Pismo Beach
• 1 pm- Matthew Bronson, Kristin
Ericksson, City of Grover Beach
• 2 pm- Local Topic/Elections
• 3pm- Local Topic/Event Safety/Others
Wednesday, September 11th
• 9 am- Breakfast & Networking
• 10 am- Valeria Escalante-Troesch,
Civica Law Group
• 11 am- Wrap up & Close
Meetings: Pismo Beach Moose Lodge
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.

TO: Honorable Mayor and Council Members

FROM: M. Scott Hurlbert, City Manager
Maria Lara, Assistant City Manager

DATE: August 20, 2024

SUBJECT: Adopt A Resolution Authorizing the City Manager or Designee to Implement the Downtown 5-Year Strategic Vision Plan for The City of Wasco.

Recommendation:

Staff recommends the City Council:
1) Adopt a Resolution Authorizing the City Manager or Designee to Implement the Downtown Strategic Vision Plan for the City of Wasco; and

Environmental Review:

Discussion:

On August 2, 2022, the City Council approved a professional service s agreement with Retail Strategies, LLC to provide business development consulting. This includes retail recruitment, the Downtown Strategic Plan, and economic development training and resources for staff. The City and Retail Strategies are now in the third year of the agreement.

The City Council has recognized the need to actively pursue economic development efforts to increase revenues supporting public safety initiatives. Currently, economic development activities are a shared responsibility between the Community Development Department and the City Manager’s Department, with no individual focused solely on these efforts . Aside from land planning and zoning, establishing favorable development policies, and taking advantage of random developer interest,

STAFF REPORT
City of Wasco

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staff believes this 5-Year Downtown Strategic Action Plan will support the community’s transformation. It will provide the staff and future Chamber of Commerce with a guide to promote enhancing the physical and visual assets that distinguish downtown, cultivate partnerships with local business owners, and provide a clear vision of an environment that promotes economic vitality.

Fiscal Impact:

The Downtown Strategic Vision Plan was funded with ARPA Fiscal Recovery Funds to advance existing policy priorities to support economic stabilization and revitalize the local economy. There is no budget action necessary with approval of this item.

Attachments:

1. 5-Year Strategic Action Plan- Executive Summary

2. Downtown Strategic Vision

3. Resolution

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5-Year Strategic Action Plan –
Executive Summary
Downtown Wasco, CA
Presented by
Jenn Gregory
president
downtown strategies
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Focus Areas
2 Policy & Administration involves creating a strong foundation for a sustainable revitalization effort, including cultivating partnerships, community involvement, and resources for downtown.

Policy & Administration
Thoughtful design supports a community's transformation by enhancing the physical and visual assets that set downtown apart.

Design
Smart promotion initiatives position downtown as the center of the community and hub of economic activity, while creating a positive image that showcases the community's unique characteristics.

Tourism & Promotion
Economic Vitality involves analyzing the retail and real estate as the foundation of downtown’s redevelopment opportunities and creating a supportive environment for entrepreneurs and innovators.

Economic Vitality
In the 5-Year Strategic Action Plan created for Downtown Wasco, we identified four (4) Focus Areas that help organize similar thoughts and themes.

Each focus area was identified based on feedback received during the In-Market Workshop, as well as the consultant team’s expertise and analysis.

The four (4) Focus Areas for this 5-Year Action Plan are:
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Implementation Guide
Downtown 5-Year Strategic Action Plan
Executive Summary
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Implementation Guide
Downtown 5-Year Strategic Action Plan
Executive Summary
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Implementation Guide
Downtown 5-Year Strategic Action Plan
Executive Summary
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Policy & Administration
Monthly Retailer Meetings
• Establish a group text with downtown retail business owners. • Host monthly or quarterly meetings to discuss events, promotions, and gather fee
dback.

Façade Improvement Program
• Re-establish a program offering financial incentives for property and business ow
ners.
• Eligible expenses include construction costs, application fees, and architectural ser
vices.
• Consider 100% funding in the early years, sim ilar to McFarland, CA.

Building Repair Grant
• Introduce a grant to assist property owners in bringing buildings up to code and re
tail-ready.
• Eligible improvements include roofs, HVAC, electrical, plumbing, and structural enhanc
ements.

Downtown 5-Year Strategic Action Plan
Executive Summary
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Design
Placemaking through Lighting
• Enhance the downtown atmosphere by adding string lights to cr
eate an inviting nighttime environment.

Storefront Displays
• Encourage organized and curated displays to avoid clutter and attract c
ustomers.

Downtown 5-Year Strategic Action Plan
Executive Summary
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Tourism & Promotion
Community Pride Campaign
• Launch a campaign using social and traditional media to change the ci
ty's perception.
• Promote policy changes, funding awards, new projects, and co
mmunity-wide cleanup days.
• Highlight past successful promotions like "Wasco is Wow" and "We are
Wasco" to evoke community pride.

Downtown 5-Year Strategic Action Plan
Executive Summary
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Economic Vitality
Market Analysis & Targeted Retailers
• Utilize market analysis to identify consumer trends and gaps in the marke
t.
• Focus on recruiting businesses in categories identified through the Gap
Analysis, such as sporting goods, clothing, and restaurants.

Support for Emerging Entrepreneurs
• Identify and support home-b ased or garage-based businesses seeking space in the downtown area.
• Utilize local resources like business schools and SBDC to find po
tential leads.

Downtown 5-Year Strategic Action Plan
Executive Summary
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Questions?
Jenn Gregory [email protected]
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Downtown
Strategic
Vision
APRIL
2023
retailstrategies.com | [205] 314-0386 | [email protected] 2200 Magnolia Ave South, Suite 100 Birmingham, AL

WASCO, CALIFORNIA
Prepared for:
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2Downtown Strategic Vision for Wasco
LETTER
TO OUR

PARTNER
Dear Scott,
Through our Downtown Strategic Visioning process, we assessed the five pillars of Downtown Wasco: Market Analysis, Policy & Administration, Design, Tourism & Promotion, and Economic Vitality, to provide a true roadmap to revitalization.

For Downtown Wasco, we identified and created a tailored strategy to enhance, revitalize, and mobilize your
community’s efforts. When properly fueled, your Downtown can be a powerful economic, tourism, and quality of life engine and our team of professionals was honored to help you define this potential and empower this community to achieve it.

Downtown Strategies’ Strategic Visioning process operates on three key tenets: utilizing asset-based methodology based on the community’s existing strengths and potentials, holistically evaluating the community’s Downtown, and creating implementable strategies for continued success.

The holistic approach utilized in our process included varying degrees of emphasis on the five pillars:

We appreciate the opportunity to partner with you and your team, and we look forward to continuing a strong and productive relationship as you all embark on this revitalization journey. • Market Analysis to uncover and define the
economic potential in your Downtown area
• Policy & Administration to ensure the recommendations of the plan include a road map to turn them into reality by creating a strong foundation for a sustainable revitalization effort • Design to support a community’s transformation by enhancing the physical and visual assets that set the commercial district apart,
• Tourism and Promotion to position your downtown as the center of the community and hub of economic activity,
• Economic Vitality to assist new and existing businesses, catalyze property development, and create a supportive
environment for entrepreneurs and innovators that drive local economies. Jenn Gregory, President
Downtown Strategies
Retail Strategies
Downtown Strategies exists to assist
communities in taking the next, or first, step
in their Downtown’s journey.
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3Downtown Strategic Vision for Wasco
Jenn Gregory
President
Downtown Strategies
Jenn is the president of Downtown Strategies, where her focus is on community development for our client communities. Through her Downtown Strategic Visioning Workshop process, Jenn advises communities on market analysis, tourism, economic vitality, and design updates for downtown areas. She also directly assists small businesses in client communities with elevating their digital presence, enhancing their omni -channel marketing strategies, and understanding market challenges in a post- COVID world. [email protected] | [662] 617-1711
Elliott Cook
Director of Real Estate
Downtown Strategies
As Director of Real Estate, Elliott specializes in retail recruitment and focuses on the identification of companies to fill the product and service gaps within each city’s trade area. [email protected] | [205] 314-0384
Laura Marinos
Director of Client Services
Downtown Strategies
As the Director of Client Services, Laura specializes and assists in market research, market development plans, project coordination, client communication, event management, and team operations. [email protected] | [205] 314-0386

WASCO, CALIFORNIA
Your Team
Jeremy Murdock
Community Development Specialist
Downtown Strategies
As community development specialist, Jeremy will assist Jenn and our clients with writing strategic plans, hosting community workshops, writing content, and managing implementation clients.

Prior to joining our team, Jeremy was a Research Associate III with the John C. Stennis Institute of Government and Community Development at Mississippi State University. He was heavily involved in ground -level community development issues, especially those related to design, planning, and revitalization. [email protected]| [662] 312-9243
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4Downtown Strategic Vision for Wasco
1 IMPLEMENTATION
GUIDE
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5Downtown Strategic Vision for Wasco
NOW
implementation jumpstart$

WASCO, CALIFORNIA
Implementation Guide
Strategy Timeframe Investment
Required
Responsible
Entity
The streetscape plan for 7th Street and master plan for Veteran’s Memorial Park should include infrastructure for electrical outlets in strategic locations throughout downtown to support special events and seasonal decorations.

NOW - City
Establish a group text with all downtown business owners. Be sure to include a City liaison in group.

NOW - Private Sector
The business community should hold monthly (or quarterly) meetings to discuss upcoming and past events, promotions, or other relevant topics with the City supporting this initiative this facilities for meetings.

NOW - Private
Sector/City
Identify a location for a “Selfie Wall” mural showcasing the Downtown Wasco brand. Artwork should be simple such as the Wasco logo.

NOW - City
Assess existing events and prioritize them based on the ease of execution, resources needed, and impact to local businesses.

NOW - Private Sector
Identify potential new events that can be incorporated into existing work plans and create an economic impact to local businesses without substantially overloading current capacity.

NOW - Private Sector
Assist business community with road closures and city services for permitted events.

NOW $ City
Select one new seasonal small-scale promotion as a pilot project.

NOW - Private Sector
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6Downtown Strategic Vision for Wasco
YEARS 1-3
minimal investment$

WASCO, CALIFORNIA
Implementation Guide
Strategy Timeframe Investment
Required
Responsible
Entity
Create a custom Business Recruitment packet that can be distributed to targeted retailers, restaurants, and other businesses to recruit specific businesses from the region or elsewhere in the community.

Years 1-3 $ City
Utilize the Property Inventory provided by Downtown Strategies to understand who owns what buildings, which are available, and what uses may be ideal for each vacancy.

Years 1-3 - City
Re-establish a Façade Improvement Program to offer financial incentives for property and business owners to improve their buildings in Downtown Wasco.

Years 1-3 $$ City
Install string lights in Veteran’s Memorial Park, alleys, and other key locations downtown. Wrap remaining downtown street
trees with lights.

Years 1-3 $ City
Create a selfie station to be used during a major community festival or event. Eventually expand to include seasonal promotions.

Years 1-3 $ Private Sector
Install a “Selfie Wall” mural in Downtown Wasco. Years 1-3 $$ City Launch a variety of small-scale retail/restaurant promotions and/or fundraising efforts that will successfully connect the target audience with local businesses and increase activity in Downtown Wasco.

Years 1-3 $ Private Sector
Host downtown events throughout the year focused on
engaging the target audience identified in the Market Analysis and attracting them to Downtown Wasco. Pilot 1 new event within the next year. Eventually expand to a slate of at least 4 events (1 per season) annually.

Years 1-3 $ Private Sector
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7Downtown Strategic Vision for Wasco
YEARS 3-5
longer-term investment$

WASCO, CALIFORNIA
Implementation Guide
Strategy Timeframe Investment
Required
Responsible
Entity
Add a Building Repair Grant to the City of Wasco’s suite of incentives to assist with properties becoming retail-ready.

Years 3-5 $$ City
Explore options for additional public art projects. This could include additional murals or the installation of 3D artwork such as sculptures.

Years 3-5 $$ City
The streetscape master plan for 7th Street includes
recommendations for alley transformations. As the city plans for long-term projects, short-term placemaking strategies may be employed to test various strategies. These strategies could include public art, outdoor seating, outdoor dining, and lighting among others. Prioritize alleys that enhance connections between 7th Street and accessory parking areas.

Years 3-5 $$$ City
Encourage and incentivize the activation of vacant and
underutilized storefronts through a variety of strategies detailed in plan.

Years 3-5 $-$$ City
Implement a comprehensive wayfinding signage system focused on guiding visitors to Downtown Wasco, public parking, and area attractions. Begin with small scale projects such as custom street signs and public parking signs. Then expand the system to include directional wayfinding signage.

Years 3-5 $$$ City
Launch a direct promotional campaign similar to the past “Wasco is Wow” and “We are Wasco” promotions through
social media and traditional media outlets focused on changing the perception of the community to citizens and the
surrounding region. Highlight quality of life enhancements and a new direction for the city that evokes community pride.

Years 3-5 $$ City
Hold merchant training and workshops to encourage Downtown business owners to increase their level of operations, modernize their reliance on technology, and implement new and savvy ways to reach customers of all generations. The City should support these efforts with facilities for trainings and by making connections to SBDC and other entities.

Years 3-5 $ Private
Sector/City
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2 STRATEGIC

VISIONING

WORKSHOP
Through our Downtown Strategic Visioning Workshop, we assess the five pillars of your downtown’s mix: Market Analysis, Design, Tourism & Promotion, Economic Vitality, and Policy & Administration to provide a true road map to revitalization.
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9Downtown Strategic Vision for Wasco
February 16, 2023
9:00 AM Downtown Strategies team meets with internal Wasco Team 10:30 AM Walking tour of Downtown study area with internal Wasco Team 12:00 PM Downtown Wasco Stakeholder Input Session
1:30 PM Meeting debrief with internal Wasco Team
2:00 PM Meeting Adjourns
Stakeholder Input Session
Welcome & Introductions • Retail Strategies & Downtown Strategies • 5 Pillars of Successful Revitalization
• Roles & Responsibilities
• Timeline
Market Analysis Preview • Walkability Assessment
• Demographic & Gap Analysis Overview
• Mobile Insights & Tourism Summary Example
Downtown Stakeholder Input Session • What makes you unique? • What would you do with a magic wand?
• What are the biggest hurdles to success?
• Imitation is the biggest sign of flattery…
What’s Next? Following evaluation of Market Analysis, Stakeholder Feedback, and Recon from our Boots on the Ground Tour,
your Strategic Visioning deliverable will be compiled and submitted within 4-6 weeks.

WASCO, CALIFORNIA
Strategic Visioning Workshop
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10Downtown Strategic Vision for Wasco
What we heard
68 • Wasco is located in the San Joaquin Valley in Kern County, CA. One of Wasco’s major economic activities is agriculture, specifically the growing of roses and nuts. The San Joaquin Amtrak service stops at the Wasco station. The station building was recently demolished due to the future plans of the high-speed rail project, which calls for 6th street to be closed to vehicular traffic soon. • There have been significant infrastructure improvements made over the last few decades in Downtown Wasco, with plans for more following a $5,000,000 grant awarded to the City. Design plans are underway for these new improvements, and will focus on street trees, seating, alley activation, and others.
• The Stakeholder Input Session was well-attended with spirited perspectives about opportunities and regulations. Some believe that existing design guidelines are too strict and hamper development downtown, while others believe that the guidelines in place protect investment. Striking a balance will be critical to the future of Downtown.
• There was previously an active Chamber of Commerce that has gone inactive due to lack of volunteers.
• Homelessness is a serious concern for citizens of Wasco and business owners, specifically because of damage and theft that has occurred recently. Wasco has recently taken steps to create their own police department, and the Chief was present to hear these concerns and address them with hopes of improving safety with regular patrols once the department is fully employed.

WASCO, CALIFORNIA
Stakeholder Input Session
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3 MARKET

ANALYSIS
We begin by assessing your consumers from multiple geographies. Using our advanced analytics and proprietary tools, we uncover and define the economic potential in your Downtown area based on a custom trade area derived from mobile data tracking.
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12Downtown Strategic Vision for Wasco

MARKET ANALYSIS
Our Research
Research Partners &
Geographic Information
Systems
Memberships, Subscriptions &
Customized Reports
Here are a few of the demographic data sources used.

Where does all this information come from?
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13Downtown Strategic Vision for Wasco
*The following demographics reflect the Custom Trade
Area (CTA) and not geographic community boundaries.

Wasco, CA Custom Trade Area
Population – 55,779

MARKET ANALYSIS
Our Research

CUSTOM TRADE AREA
Each retailer has a specific set of site selection criteria they use to determine if they will have a profitable store. Municipal boundaries, radius rings and drive time areas are a start.

A customized trade area is the next step to analyzing a market. A trade area defines a core customer base of consumers highly likely to shop and eat in the market at least once a month.

Your trade area has been created by combining a series of drive times, mobile data analysis, geographic boundaries and proximity to neighboring shopping destinations.

Each retailer will analyze their own trade area based on their existing stores, their competition and site selection criteria.
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14Downtown Strategic Vision for Wasco
Mobile data tracking uses data collected from mobile phone users who have agreed within their apps and phone settings to enable location information. This technology includes mobile phone data with latitude and longitude points that are accurate to approximately 20 feet. Data inputs are updated as quickly as every 24-hours.

The data shown includes shoppers who visited the defined location during a 1-year time period. This tool allows us to identify where consumers are actually coming from to shop in your market (Custom Trade Area) using actual data. This information is used to optimize your trade area, analyze business locations, compare frequency of visitors, and more accurately predict business success.

This data is intended to support the trade area but does not solely define the trade area.

MARKET ANALYSIS
Mobile Data Tracking
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15Downtown Strategic Vision for Wasco

MARKET ANALYSIS
Our Research
55,779
2022 estimated population
34 female avg. age
34 male avg. age

POPULATION
62,355
Projected 2027
population

11.8%
Projected growth
rate 22-27
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16Downtown Strategic Vision for Wasco

MARKET ANALYSIS
Our Research

CURRENT YEAR ESTIMATED POPULATION BY
RACE
Asian
1% Black
3%
Latino
82%
White
13%
Other
1%
Race
Asian
Black
Latino
White
Other
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17Downtown Strategic Vision for Wasco

MARKET ANALYSIS
Our Research

CURRENT YEAR ESTIMATED HOUSEHOLDS

BY HOUSEHOLD SIZE
$44,848
median
household
income
13,561
number of households
1,337
2,398
1,996
2,434
2,092
1,124
1,273
11% 19% 16% 19% 17% 9% 10%
1-person
household
2-person
household
3-person
household
4-person
household
5-person
household
6-person
household
7 or more
person
household
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18Downtown Strategic Vision for Wasco

MARKET ANALYSIS
Our Research
$439,612
average housing unit value
2022 ESTIMATED HOUSING UNITS BY
TENURE
907
12,654
6,880
5,774
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
Vacant Housing Units Occupied Housing
Units
Owner-Occupied Renter-Occupied
Vacant Housing Units
Occupied Housing Units
Owner-Occupied
Renter-Occupied
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MARKET ANALYSIS
Our Research

CURRENT YEAR ESTIMATED HOUSEHOLD

BY TYPE

3.90 people per household
226
846
1,370
2,216
305
662
967
3,619
4,289
7,908
11,091
1,337
2% 7% 11% 18% 2% 5% 8% 29% 34% 62% 88% 11%
0 2,000
4,000
6,000
8,000
10,000
12,000
Nonfamily
Households
No own children
under 18 years
With own
children under
18 years
Female
Householder: no
husband
present:

No own children
under 18 years
With own
children under
18 years
Male
Householder: no
wife present:

No own children
under 18 years
With own
children under
18 years
Married-couple
family
Family
Households
1 Person
Households
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MARKET ANALYSIS
Our Research

DAYTIME POPULATION
45,541 daytime population
24% 9% 36% 1% 17% 4% 9%
Children at home Retired/Disable persons Homemakers
Work at Home Employed Unemployed
Student Populations
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White Collar
35%
Blue Collar
61%
Military
0%
Unclassified
4%
White Collar Blue Collar Military Unclassified

MARKET ANALYSIS
Our Research

EMPLOYMENT TYPE
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MARKET ANALYSIS
Our Research
CURRENT YEAR ESTIMATED POPULATION AGE 25+ BY

EDUCATIONAL ATTAINMENT
9,311
5,216
10,253
5,953
1,619
1,726
386
72 65
LESS THAN 9TH GRADE

SOME HIGH SCHOOL, NO DIPLOMA

HIGH SCHOOL GRADUATE (OR GED)

SOME COLLEGE, NO DEGREE

ASSOCIATE DEGREE

BACHELOR'S DEGREE

MASTER'S DEGREE

PROFESSIONAL SCHOOL DEGREE

DOCTORATE DEGREE
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MARKET ANALYSIS
Our Research

OPPORTUNITY GAP & RETAIL PROSPECTS
$1,187,928
$1,217,768
$1,428,660
$3,785,215
$3,831,709
$4,565,589
$9,784,807
$17,036,673
$17,786,467
$35,280,374
$82,385,262
$0 $20,000,000 $40,000,000 $60,000,000 $80,000,000
Bars/Drinking Places (Alcoholic Beverages)
Special Food Services
Specialty Food Stores
Beer, Wine & Liquor Stores
Home Furnishings Stores
Electronics & Appliance Stores
Sporting Goods & Hobby
Clothing Stores
Full-Service Restaurants
Building Material & Supplies Dealers
General Merchandise Stores
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MARKET ANALYSIS
Our Research
COMMUTE PROFILE: 3 MILES
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68 Tapestry Segmentation classifies neighborhoods into 67 unique segments based not only on demographics but also socioeconomic characteristics. It describes US neighborhoods in easy-to- visualize terms, ranging from Soccer Moms to Heartland Communities.

Tapestry gives you insights to help you identify your best customers, optimal sites, and underserved markets by understanding customers' lifestyle choices, what they buy, and how they spend their free time.

MARKET ANALYSIS
Tapestry Segmentation Profile
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MARKET ANALYSIS
Tapestry Segmentation Profile
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MARKET ANALYSIS
Tapestry Segmentation Profile
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MARKET ANALYSIS
Tapestry Segmentation Profile
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MARKET ANALYSIS
Walkability Assessment
What’s your Community’s Walk Score?
A community’s walk score is determined by
analyzing 3 factors: walkable distance
between boundaries, presence of a
comprehensive network of pathways
designed for pedestrians and cyclists, and variety
of restaurants, retailers, and service providers
necessary for regular life.

This assessment shows your Downtown with
boundaries notating a 5, 10, and 20-minute
walk. A walk time from one Downtown boundary
to the next that exceeds 20 minutes is not
considered walkable.
81 The following demographics
represent the population of
residents within a 20-minute
walk time of the Downtown
Study Area.

Keep these figures in mind
when imagining the possible
economic impacts of
developing your Downtown
into a walkable destination.
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Policy & Administration involves creating a strong foundation for a sustainable revitalization effort, including cultivating partnerships, community involvement, and resources for the district.
4 POLICY &

ADMINISTRATION
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Monthly Retailer Meetings
Recommendation
Establish a group text with all downtown retail business owners. Host monthly (or quarterly) meetings with retailers to discuss upcoming and past events, promotions, or other relevant topics.

Communication is key within the network of downtown businesses. Gathering regular feedback regarding the successes and challenges within the downtown is critical. This is especially true with downtown events and promotions.

The goal of most tourism initiatives is to bring activity into the downtown area in order to connect customers with local businesses. Ideally retailers and restaurants are able to capitalize on the increased traffic from the event and increase sales during that time.

The appropriate downtown organization (Main Street Association, Downtown Business Association, Chamber of Commerce, etc.) should organize a text group for downtown retailers. This allows for easy communication between the organization and retail group as well as communication from retailers. Text-based communication allows for fast engagement and response.

In addition to the text group, regular meetings with retailers should be held monthly or quarterly to discuss topics relevant to downtown. This allows for organizations to explain upcoming events; notify them of disruptions such as street closures; outline upcoming policy changes or political affairs; and gather feedback from previous events and promotions.

Regular communication with the retailers can improve the relationship between the various business owners as well as with the partnering organization. The organization can utilize the feedback from the meetings to determine what worked, what did not work, and what can be modified with future events to ensure that the return on investment is maximized. These meetings should be brief, focused, and productive.

Retailer Text Group
Retailer Meetings
Communication is Key
Note: A similar, but less-frequent structure should be
established with downtown restauranteurs.

POLICY & ADMINISTRATION
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POLICY & ADMINISTRATION
Façade Improvement Program
Recommendation
Re-establish a Façade Improvement Program to offer financial incentives for property and business owners to improve their buildings in Downtown Wasco. Typically, these programs are matching grants that fund exterior improvements to the buildings within standards and guidelines set by the funding agency, but consider offering 100% funding in the early years of the program, similar to McFarland, CA.

Recommended Eligible Expenses
• Actual construction costs
• Application fees
• Architectural or engineering services
• Removal of inappropriate features
• Restoration of missing or altered features
• Replacement of private sidewalks when it improves
pe
destrian circulation
• Landscape improvements/restoration
• Parking lot improvements, especially where
im
provements lead to better compliance with local
codes and improve safety and access
• Screening of service areas such as utilities and trash co
ntainers
• Installation/restoration of architectural features
• Installation of traditional awnings
• Masonry restoration or repair
• Painting, in conjunction with other restoration or
re
habilitation
• Maintenance and preservation of historic signs
• Improvement of storefront design
Recommended Ineligible Expenses
• Building permit fees (exception: Can be
elig
ible, wholly or in part, if using the
rebate structure)
• Extermination of insects, rodents, etc.
• Title reports and legal fees
• Repair or installation of elevators
• Interior floor or ceiling
• Plumbing and electrical equipment
• Sprinkler systems
• Working capital
• Mechanical equipment
• Flat roofs or other work not visible from
pu
blic space
• Painting masonry that was not previously
pa
inted
• Refinancing existing debt
• Sweat equity
• Acquisition of land and/or buildings
What should the program cover?
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POLICY & ADMINISTRATION
Building Repair Grant
In addition to incentivizing the exterior or façade of historic downtown buildings, cities should consider also incentivizing building repair or revitalization to assist property owners with bringing their properties up to code or to become “retail ready.”
A common barrier for entrepreneurs in American downtowns is a lack of retail-ready space.

Commercial properties may be in disrepair, they may not meet city code standards, or they may not serve a specific retail use without significant altercation.

While it’s common for cities to incentivize façade improvements in a downtown area, it’s also advised that cities identify key barriers for entrepreneurs and address those. Building Repair Grants, sometimes also called Revitalization Grants, incentivize bringing spaces up to code and scraping the interior to what is called a “vanilla shell space.” Recommended eligible activities covered by Building Repair Grants include improvements to:
• Roof
• HVAC
• Electrical
• Plumbing
• Insulation
• Structural
• Fire Safety
• ADA related Improvements
Pr
ojects which do not directly improve the longevity of the building are ineligible. It’s recommended to structure Building Repair Grants similar to Façade Improvement Grants, so that the program structure and application are similar and easy to understand.

Recommendation
Add a Building Repair Grant to the City of Wasco’s suite of incentives to assist with properties becoming retail-ready.
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Thoughtful design supports a community’s transformation by enhancing the physical and visual assets that set the commercial district apart.
3 DESIGN
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The simple addition of string light can completely transform a space and create an inviting nighttime environment.

DESIGN
Placemaking through Lighting
String Lights
A recent trend in creating a vibrant atmosphere and inviting environment involves the installation of string lights in targeted areas. Although a simple intervention, string lights can completely transform an area. Restaurants have used them to enliven an outdoor seating area; cities have transformed pocket parks and brought life to vacant lots through this treatment; and downtowns have transformed sleepy side streets into destinations simply through string lights.

Typically, property owners must provide an easement or sign a waiver allowing the city or community organization access to their roof or fascia to install the equipment. Installation usually involves eye bolts or other anchors attached to the building façade along with guidewires and turnbuckles for support. In a park, parking lot, or vacant lot setting the lights can be supported by custom metal posts. LED lights are ideal because of the low cost of operation and energy efficiency. The lights should be tied into the street lighting system for automatic activation each evening.

The up lighting or wrapping of trees can also
enliven a space. The repetition of lit trees can
create an inviting corridor or create a border to
a space.
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DESIGN
Placemaking through Lighting
Example: Forgotten Side Street
This community added string lights to a side street in the downtown core. Prior to the installation the street had very little visitor traffic and was home to a chaotic web of overhead powerlines and unattractive buildings.

Following the installation, the side street has become a destination, home to numerous events, and a popular photography location. The previously overlooked street has even been the setting for proposals! Example: Vacant Lot Transformation
A long vacant lot on a prominent corner of the downtown area had long been an eyesore in the downtown area.

In an effort to activate the space, the downtown development organization began employing short-term placemaking strategies including string lights. Metal posts were installed to support the framework for the guidewire and lights. The vacant lot is now attracting food trucks and popup events on a regular basis. 87 of 149
37Downtown Strategic Vision for Wasco
DESIGN
Placemaking through Lighting
Example: Enliven the Core Downtown
Downtown Prestonsburg, Kentucky added string lights along Court Street to add vibrancy and activity to the downtown area. The street is now serving as an attraction for downtown, spurring economic development, and hosting events. The local high school has even hosted prom “Under the Lights” for two straight years! Think about the memories and attachment the students will have to downtown following that event.

Recommendation
Install string lights in Veteran’s Memorial Park, alleys, and other key locations downtown. Wrap remaining downtown street trees with lights.

Note: The streetscape plan for 7th Street and master plan for Veteran’s Memorial Park should include infrastructure for electrical outlets in landscape beds and street tree wells.
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Activate the Alley
Enhanced Connections
Alleys are typically utilitarian corridors. They provide access for employees, service vehicles, garbage collection, and utility lines. However, many downtowns have given alleys a new purpose and role in creating a vibrant atmosphere.

Many downtowns have utilized alleys for outdoor seating, event spaces, public art, and other amenities. They often still provide connections, but rather than focusing on service vehicles, the alleys focus on pedestrians by connecting them with public parking areas or other parts of the downtown.

Downtown Wasco
Similar to other communities, Downtown Wasco is home to several vehicular-focused alleys.

While many of these alleys likely serve an important role for service vehicles, they provide a tremendous opportunity for placemaking principles and vibrancy elements.

Community leaders should explore options for converting some of the downtown alleys into pedestrian-oriented spaces which could include areas for outdoor dining, connections, and public art. The following material outlines various examples of alley enhancements from other communities.

Recommendation
The streetscape master plan for 7th Street includes recommendations for alley transformations. As the city plans for long-term projects, short-term placemaking strategies may be employed to test various strategies. These strategies could include public art, outdoor seating, outdoor dining, and lighting among others. Prioritize alleys that enhance connections between 7 th Street and accessory parking areas.
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Activate the Alley
Enhanced Connections
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Activate the Alley
Enhanced Connections
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Activate the Alley
Enhanced Connections
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Creating Engagement Through Art
Selfie Wall
”Selfie walls” are an exciting trend in communities around the country. Aimed at engaging people, particularly the younger generations, and generating traffic via social media, selfie walls are murals that encourage visitors to take selfie photos. Often, they are very simple in design and display the community or district name or an inspirational message. These installations can generate a buzz on social media and serve as a destination for visitors traveling nearby. This is often referred to as being “Instagrammable.”
Corinth, Mississippi enlisted the services of a local artist to design an interactive mural in a prominent location downtown in order to attract and encourage engagement from visitors. The mural featured a Coca Cola theme which is a nod to Corinth’s history as one of the first bottling locations in Mississippi.

The pouring of the bottle encourages visitors to interact with the mural in photographs. The artist also included a hashtag message “#enjoycorinth” which encourages visitors to include that hashtag in their social media posts. This allows community leaders to easily monitor social media traffic related to the mural which gives them insight into the typical audience visiting the location.

Some downtowns feature a “Welcome to Downtown _____ “ or “Greetings from _______” (representing a vintage post card) as the focal point mural in the downtown area. These types of murals present the perfect opportunity to launch a new logo, color palette, or brand.

Selfie Wall Installation
Potential inspiration & ideas:
• Wasco logo
• “We Are Wasco”
• “Welcome to Downtown Wasco”
Examples of Selfie Walls or “Welcome” murals in various communities. These types of murals encourage engagement from visitors, evoke community pride, and illustrate that downtown is a special place.

DESIGN
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Creating Engagement Through Art
Heat Applied Graphics
Advancements in technology have opened the door for a wide range of creative signage and art projects. Heat applied graphics, like heated vinyl, allow a seemingly endless range of possibilities for murals and public art. These graphics are printed on panel rolls similar to wallpaper and applied using a specific heating process so that the material adheres to the brick, block, or other material. The adhesion allows the texture of the material (brick, concrete block, etc.) to show through giving the mural a painted appearance.

Anything from artwork, logos, graphics, or photographs may be printed on the material. The same heat treatment is used to remove the sign without damaging the wall surface. This process can also be used indoors without damaging sheetrock walls. This type of project requires a partnership with a qualified professional installer.

Heat applied graphics allow for murals to be installed without permanently painting the wall surface which may be more appealing to partnering property owners. The semi-permanent nature also allows for a wider variety of artwork and uses. Some communities have used the opportunity to display seasonal events calendars in the downtown area. Something that would not have been practical with traditional mural treatments.

Selfie Wall Installation
Examples of heat applied graphics. This technology allows for a wide range of artwork to be installed as a semi-permanent mural. The result allows the wall texture to show through making the artwork appear hand-painted. The graphics are easily removed without damaging the wall surface.

DESIGN
Photograph by 40 Visuals
Photograph by DIG Creative Solutions
Photograph by DIG Creative Solutions
Photograph by DIG Creative Solutions
Photograph by DIG Creative Solutions
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44Downtown Strategic Vision for Wasco
Creating Engagement Through Art
Temporary Selfie Station and Photo Opp
It is important for downtown to capitalize on big tourism weekends even if the event is not hosted in the downtown area. Music festivals, high school football games, homecoming, Juneteenth celebrations, holidays, or other events and festivals provide tremendous opportunities for the downtown to draw people into the district. College towns can capitalize on orientation weekends, homecoming, graduation, and athletic events.

Utilizing a temporary selfie station is a creative, low-cost strategy to engage visitors and encourage social media posts creating the perception of activity and vibrancy. A selfie station is a small display or backdrop designed to encourage visitors to pose and take photographs and selfies. These photographs will likely be posted on social media, which generates web traffic and serves as advertising for the downtown area. Incorporating a hashtag slogan can direct social media traffic toward a specific message allowing organizers to monitor traffic, engagement, and visitors. QR codes can also be added to direct visitors to the downtown website, tourism page, or events calendar.

Sponsorships could also be accepted to offset the cost of the station.

Selfie Wall Installation
Potential inspiration & ideas:
• Wasco’s “W” icon
• Collage of roses
• High School theme for homecoming
an
d graduation
• Holiday themes (4th of July,
Va
lentine’s Day, Back to School,
Christmas holidays, etc.)
DESIGN
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45Downtown Strategic Vision for Wasco
Creating Engagement Through Art
Selfie Wall Installation
Recommendation
Generate engagement on social media by installing engaging public art initiatives in the downtown core. This should include a “Selfie Wall” mural as well as a selfie station for key events.

Now
• Identify a location for a simple “Selfie Wall” mural showcasing the Downtown Wa
sco brand. Artwork should be simple such as the Wasco logo. 1-3 Years
• Create a selfie station to be used during a major community festival or event.

Ev
entually expand to include seasonal promotions.
• Install a “Selfie Wall” mural in Downtown Wasco.
3-5 years
• Explore options for additional public art projects. This could include ad
ditional murals or the installation of 3D artwork such as sculptures.

DESIGN
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Vacant storefronts are an
inevitable challenge in every
downtown. Some are only
vacant for a short period of
time while others seem to
linger for decades. While
storefront vacancies provide a
great opportunity for a new
business, visually they create
challenges for the downtown
areas and quickly turn into an
eyesore.

It is important for community
leaders to take an active role in
managing downtown vacancies
and working with property
owners to ensure

VIBRANCY
Vacant and Underutilized Storefronts Displays
Rather than viewing vacant storefronts as a negative, use them as a canvas for public art or other creative displays. These displays can distract visitors from the vacancy, create an attraction, and provide an opportunity to highlight something unique about your community.

Short-term Strategies
Short-term strategies that can lessen the impact of storefront vacancies could include:
• “Opportunity” listing posters
• Paint Boarded Storefronts and Upper Floor Windows
• Temporary Gallery Displays
• Know the Locals Posters
• Large-s cale Banner Displays
they are constantly attempting to promote and fill their storefronts. In the meantime, however, it is critical for communities to develop short-term strategies for maintaining vacant storefronts so they do not detract from the character of the downtown or negatively impact surrounding properties. 97 of 149
47Downtown Strategic Vision for Wasco
Hint: If you do not have access to an
artist, use painters’ tape, 3-4 paint
colors, and a paint-by-number
approach to create a geometric
mosaic. Add a public engagement
component by engaging children
who can easily participate in this
type of artwork.

VIBRANCY
“Opportunity” Listing Posters
Rather than a simple “For Sale” or “For Lease” sign purchased at the local hardware store, a coordinated effort to market the vacant buildings can create a totally different perception of the downtown. Custom, branded posters advertising the vacant properties as “Full of Opportunity” will provide a great alternative to standard sale or lease signs. This message shifts the narrative from a negative empty storefront to a story in the making.

What could happen in this space? Who will be the next entrepreneur to start a new adventure here? When visitors see these signs throughout the downtown area, it is apparent that there is an organized effort to generate activity in the downtown area and provides a totally different impression than seeing for sale signs throughout the downtown.

Paint Boarded Storefronts and Upper-floor Windows
Nothing gives the impression of a dying downtown worse than boarded up storefronts and windows. Visitors assume this is indicative of a struggling community with issues related to vandalism and crime. Short-term action can be taken to prevent that type of impression on visitors. Use the plywood as a canvas to create a public art project. Oftentimes local art teachers or artist can be engaged in this short-term strategy. Rather than painting upper floor windows beige, use solid black to mimic an actual window. Light colors often bring attention to the boarded-up or bricked windows while black is not as noticeable. Of course, artwork is welcome on the upper floor windows as well when possible.

Vacant and Underutilized Storefronts Displays
Short-term Strategies
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VIBRANCY
Temporary Gallery Displays
Work with the property owners to use the vacant storefront as a temporary gallery space. Use easels to display artwork from local artists or students. Students will love seeing their artwork displayed and the display may also attract family members to the downtown area.

Another option is to print oversized historic photographs of the town and display them in the storefront.

This will allow people to appreciate the beauty of the downtown area and the buildings. Pipe-and-drape systems or simple drop cloths can be used as a backdrop for the displays and screen the rest of the vacant property from view.

Know the Locals Posters
Another creative strategy is to use the vacant storefronts as a canvas for telling the story of your community. What is the history of the building? Who are the interesting characters in your community? Who are the business owners that are an important piece of the downtown fabric? Develop custom posters that tell those stories and display them in the vacant storefront windows. These could feature local residents, business owners, or other interesting stories. The posters should include a photograph and a brief quote.

This type of campaign could utilize a theme of “Did you Know?” or “My Why.” A poster could include a historic photograph and tell the story of the building such as, “Did you know that 100 Main Street was originally a hospital? The Washington County Hospital was located on this site from 1879-1923…” Another poster could include a portrait and tell the story of why a local business owner chose to locate in your downtown:
“I have been baking since I was a kid and have always dreamed of opening a bakery. My ‘why’ is because downtown is the heart of this community and I want to be a part of the next chapter of this community’s story.”
Vacant and Underutilized Storefronts Displays
Short-term Strategies
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VIBRANCY
Large-scale Banner Displays
A longer-term strategy is to install custom billboard-
type signage across the storefronts. This is
particularly useful in situations where the building is in a state of extreme disrepair. Laurel, Mississippi
created large display banners celebrating famous
members from the community. The banners disguise
the dilapidated building and provide an opportunity
to create a tourism attraction by promoting the
unique stories of the community.

Vacant and Underutilized Storefronts Displays
Short-term Strategies
Professionally Painted Storefront Windows
When done professionally, a storefront window can be transformed into a public art display with window paint like the example from Abilene, Texas (left). Clovis, California employs a creative, fun approach by adding cartoon characters to storefront windows throughout the downtown area to promote the upcoming rodeo (right).
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VIBRANCY
Downtown Wasco
Vacant and Underutilized Storefronts Displays
Short-term Strategies
Examples of vacant or underutilized storefronts that could be activated by employing various strategies.

Storefronts and storefront displays play an important role in the vibrancy of a downtown area.

Vacant and underutilized storefronts in Downtown Wasco create a fractured experience for pedestrians. Additionally, some storefront displays do not affectively display the products and merchandise of the business. Cluttered storefront displays create a chaotic appearance and detract from the character of downtown. Various strategies should be employed to minimize the negative impact of vacancies and activate empty or underutilized storefronts. 101 of 149
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VIBRANCY
Vacant and Underutilized Storefronts Displays
Short-term Strategies
Recommendation
Encourage and incentivize the activation of vacant and underutilized storefronts through a variety of strategies which could include:
• Paint boarded storefronts or vacant storefront windows with simple, ge
ometric patterns.
• Partner with the local school district to showcase artwork from local students in
vacant storefronts as a temporary gallery.
• Showcase artwork from local and regional artists. An ”Art in Public Places” pro
gram could match properties with artists for rotating seasonal installations. These installations could occur in vacant storefronts or underutilized spaces.
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It is important for downtown sidewalks to appear active and vibrant. The activation of the sidewalk is typically the responsibility of the business owners. Adding potted plants, sandwich board signs, merchandise displays, outdoor seating, etc. create an active and vibrant sidewalk.

Another critical component of creating a vibrant and active sidewalk experience are the business storefronts. As visitors walk the sidewalks of downtown, their attention is kept by “window shopping” in the various storefront windows. Every storefront should be transparent allowing visitors to view inside the business. This visibility increases the comfort of visitors, makes them feel safe, and allows them to explore what is inside each building. Being able to view inside the business adds some predictability and trust which works to entice them to enter the building. People want to have a clue as to what is inside before entering.

Solid, mirrored, and tinted windows and closed storefronts do not allow visitors to see inside the businesses which creates a negative experience for pedestrians. Storefronts should have doors and display windows that are transparent and styles that are appropriate for a historic downtown area.

Appropriate Storefront Design
DESIGN
Create a Welcoming Front Door
Storefronts should include characteristics such as:
• Utilize historically appropriate design styles,
mate
rials, and character
• Transparent windows and doors
• Historically appropriate doors
• Interesting and visually interesting storefront
dis
plays
• Identifiable signage and hours of operation
Despite being after hours, this storefront is well lit and creates an inviting atmosphere. The display is simple, but well organized with elements at varying heights.

The stationary store, Merrymaker, in the Carytown
neighborhood of Richmond, Virginia, created a simple but attractive storefront display along with a sandwich board sign. 103 of 149
53Downtown Strategic Vision for Wasco
DESIGN
Service industries such as a hair salon can also create an interesting window display that adds to the character and appeal of the downtown area.

This bookstore uses an interesting paint palette on the historically accurate storefront along with a creative window display to attract customers.

This storefront is well lit, has an interesting window display, pedestrian scale signage, and added vibrancy to the
sidewalk with planters.

The addition of outdoor seating is one of the best ways to activate the sidewalk and create an interesting experience along the storefront.

The storefront of this coffeeshop opens to create an indoor- outdoor experience for customers. This also allures people passing by providing a view into the interior space.

Even non-retail businesses such as this real estate office provides a well-lit view into the space along with an inviting storefront, potted plants, seasonal decorations, and seating.

Appropriate Storefront Design
Create a Welcoming Front Door
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DESIGN
Downtown storefront windows should not be tinted. Views into the interior space should be encouraged and
highlighted with a window display.

Solid security doors are not appropriate in downtown
storefronts.

The tremendous amount of merchandise displayed in this
storefront appears chaotic and cluttered. Displays should be organized and curated to show a sampling of merchandise.

Doors and windows should not be blocked with posters or signage in a downtown area. These types of posters do not add to the character of downtown.

Curtains covering the storefront windows creates an
uninviting environment downtown. Moving the curtain back 2-3’ could shade the interior but provide a backdrop for a window display.

Tinted storefront windows blocks views into the space and creates an unwelcoming environment.

Appropriate Storefront Design
Create a Welcoming Front Door
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Smart promotion initiatives position your Downtown or commercial district as the center of the community and hub of economic activity, while creating a positive image that showcases a community’s unique characteristics.
4 TOURISM &

PROMOTION
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TOURISM & PROMOTION
Downtown Events & Promotions
Inviting People Downtown
The Wasco Downtown Business Association seemed to
be extremely active leading up to and as a response to
the Covid 19 pandemic. The organization’s Facebook
page showcased a diverse mix of events and
promotions designed to highlight downtown
businesses.

The “We are Wasco” and “Wasco is Wow” community
pride messages promoted positive messages about the
community and downtown. Unfortunately, momentum
slowed, and the organization faded in 2021.

Engaging the merchants in the promotion of downtown
is key to success. While the city and community
development organizations are key partners,
Downtown Wasco cannot reach its full potential until
the business community is engaged in shaping the
direction of the district.

Positive messaging, marketing, and branding;
supporting and promoting local businesses; and
creating unique experiences designed to attract visitors to the downtown area should be a priority. Reviving the Downtown Business Association and the slate of
activities is desperately needed to create a spark in the downtown area.
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TOURISM & PROMOTION
Small-scale Retail Promotions
Targeted Promotions for Downtown Businesses
In simple terms, tourism involves connecting visitors with retailers and restaurants. This can take place through large community-wide events and festivals or small-scale retail promotional events such as wine tastings or farm-to-table dinners.

Large festivals and events often take tremendous resources, time, and funding to plan and execute. In contrast, small scale promotions can be accomplished through communication, coordination, and social media advertising.
…the largest return on
investment can often come
from simple but targeted
promotional events.

Rather than large events and festivals
that require extensive planning and
resources, the largest return on
investment can often come from simple
but targeted promotional events. The
key is to find any simple or sometimes
silly reason to invite people downtown.

Coordinating with retailers and
restaurants to create an experience for
customers can drive activity into the
downtown area and have a financial
impact the businesses.

Social media opens the door to free and inexpensive outlets for promoting events, stories, businesses, etc. Using this tool to tell your target audience about your businesses, downtown activities, improvement projects, etc. is key to communicating a positive message about the downtown area and generate a positive perception. Every new business that opens, ribbon cutting event, streetscape improvement project, or other “win” must be promoted on social media under the downtown brand.

Identifying your short-term target audience is key, especially with social media advertising.

The data included in the Market Analysis outlines the profile of locals and regular visitors to the community. These people shop for their daily needs in the community on a regular basis. This group should be the focus of local promotional events since they are already in the community and simply need to be enticed to visit the downtown area.

Small-scale retail and restaurant promotions should be the focus of downtown organizations or Main Street Associations of every size. Some of the events can also serve as a fundraiser for the organization in addition to promoting local businesses. The following are examples of simple, fun, small-scale retail promotions that can be used to connect the dots between your target audience and the downtown businesses. 108 of 149
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TOURISM & PROMOTION
Small-scale Retail Promotions
Targeted Promotions for Downtown Businesses
Seasonal Open House Events
Using the change of seasons as an
opportunity to bring people downtown is a
great strategy. Host an open house shopping
event during each season as a way to
promote your retail businesses and
restaurants. Spring Open House, Summer
Kick Off, Fall Open House, Christmas (or
Holiday) Open House, are all simple
strategies for downtown promotions and
giving people a reason to visit downtown.

Encourage the local businesses to decorate
their storefronts for the season and stay
open late during the weekend event. Use
simple social media graphics to promote the
event and the participating businesses.

Market certain hours for the event in order
to drive traffic during a specific time frame
adding to the vibrancy of the weekend.

Creative Holiday Fundraisers
The holiday seasons are critical times for retailers and restaurants. Community development organizations can help bring attention to downtown businesses during these times through fun, engaging promotions.

The holiday seasons are critical times for retailers and restaurants. Downtown development organizations can help bring attention to downtown businesses during these times through fun, engaging promotions.

Major holidays like Valentine’s Day and Christmas are a typical focus of shopping events, but other holidays and seasons throughout the year provide tremendous opportunities to bring attention to downtown businesses. Fourth of July, back to school time, graduation, and other quirky seasons can be used for silly promotions. Find any reason possible to invite visitors to the downtown area to shop and dine.
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TOURISM & PROMOTION
Small-scale Retail Promotions
Targeted Promotions for Downtown Businesses
Quarterly Retail Promotional Events
Develop simple, quarterly events designed to engage local residents. These could be shopping events, food events, live music, or a combination. These events should not be large festivals. Rather they should be coordinated with the local retailers and restaurants to provide a special experience for the locals and visitors.

An example of this type of event is the UnWine Downtown event, which is a wine tasting retail event organized by the Main Street Association. Downtown retailers are provided with different brands of wine purchased at a discount from a local provider by the Main Street Association. Some retailers also include hors d’oeuvres. The Main Street Association promotes the event on social media. Tickets cost $20-25 and retailers offer a 20% discount to participants. Participants meet at the Main Street office at the beginning of the event and receive a plastic custom branded wine glass.

They then spend several hours visiting the
participating retailers where they shop and
sample various wines. Although the event only
attracts 175-200 participants, retailers
routinely state that this is one of their biggest
sales nights.

Wine tasting may not fit the targeted
demographic, but the concept of specifically
connecting the target audience with the
retailers and restaurants downtown should be
explored.

Small-scale events that are targeted for certain
segments of downtown should be prioritized
over large-scale events that exhaust
organizational resources and time.

Quirky Seasonal Character Promotion
Some promotions can be used as simple fundraisers for the organizing group while bringing attention to downtown businesses. Use a quirky character to highlight various businesses.

Halloween provides a great opportunity for a skeleton or Jack-o-lantern. The winter season could utilize a snowman or Grinch. Different characters could be used for various seasons or events in the community.
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TOURISM & PROMOTION
Small-scale Retail Promotions
Targeted Promotions for Downtown Businesses
For these promotions, the community development organization purchases the character and leads the planning and social media marketing of the promotion. Businesses pay a sponsorship ($100 +/-) to “host” the character. As hosts, the businesses display the character in a variety of ways that can promote their work. For example, a sunglasses store could pose the character looking cool with some popular shades; a restaurant could feature it enjoying a drink and appetizer; a retailer could use the character to showcase the latest fashion trend. The business takes photographs, posts them to their own social media pages and shares them with the community development organization.

In return, the community development organization promotes the business on social media and web-based outlets throughout the day. Posts should contain the name and location of the business, what the business offers, and silly photographs of character in action. Posts with the character in a variety of situations and comical setups create an engaging post and drive traffic to the business.

These types of promotions are relatively easy to plan, require little resources to establish, and utilize low cost/free social media platforms. In return, the promotion can generate funds for the organization. For example, one community organized an event and quickly sold 20 $100 sponsorships for a seasonal promotion like described above. The event generated $2,000 for the organization in a short amount of time.

Example Halloween Promotion:

Purchase a life-sized posable skeleton for less than $100. Give your new friend a creative name such as “Scully” or “Bones.” Charge downtown businesses a fee to sponsor a day during the event. In return they adopt “Skully” for day, pose it in various ways to promote their businesses, and share photographs of the activities. The community development organization posts about “Skully” and the local business throughout the day.

This is a fun way to engage the business community, provide them a creative outlet for educating the public about their business, and generate revenue for the organization. “Skully” spends a day
with downtown
businesses in return
for a sponsorship.

The community
development
organization
promotes Skully’s
crazy adventures as a
creative way to
showcase local
businesses.
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TOURISM & PROMOTION
Small-scale Retail Promotions
Targeted Promotions for Downtown Businesses
Cupid Shuffle
The song “The Cupid Shuffle” by Cupid is a popular tune at wedding receptions around the country, but it also provides an opportunity for a creative retail promotion. During the Valentine’s Day season, the Starkville Main Street Association in Starkville, Mississippi organized a “Cupid Shuffle” retail promotion.

Downtown retailers who chose to participate were part of a social media promotional campaign for the week leading up to Valentine’s Day. Customers visiting participating retailers approached the register. The store employee shuffles a deck of playing cards and deals one card to the customer.

The card corresponds with a sale.
• 2-5 = 5% discount
• 6
-10 = 10% discount
• J
ack, Queen, and King = 15% discount
• Ace = 20% discount
• Joker = Retailer’s choice
This is a simple, but fun way to promote
businesses and engage customers during
a short holiday season.

After 5 Events
One of the biggest ongoing complaints from the public about small-town downtowns is that stores close at or before 5:00 pm, making it difficult for working patrons to shop locally. Create a Facebook ‘event’ for an After 5 Shopping Night. Hold these event nights when stores are typically not open after 5 pm. By creating a Facebook Event, you’ll also see “who’s going” which can help you build a list of local shopping supporters. A key benefit of Facebook Events is that when a “friend” says they are “going” to an event, their friends will also learn about it too. Facebook Events are simple ways to crowd source for events.

Downtown Clayton, North Carolina organizes
“Last Friday” shopping events in order to
attract visitors to the downtown area.
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TOURISM & PROMOTION
Small-scale Retail Promotions
Targeted Promotions for Downtown Businesses
Trivia Nights
Incorporate trivia nights during low-traffic times throughout the year. Identify a central outdoor location. This can be picnic-style with attendees bringing their own chairs and blankets. Encourage local retailers and restaurants to utilize outdoor displays and dining specials to capitalize on the audience. Food trucks could be invited as an alternative.

Live Music
On certain nights each month (First Fridays, Second Saturdays, etc.) host a live music event downtown. This does not need to be a large concert with thousands of people. Rather a local/regional act that caters to the preferences of locals and gives them something to do downtown. This could also be a summer concert series.

Recommendation
Employ a variety of small-scale retail promotions intended to promote local businesses and attract visitors to the downtown area throughout the year. Utilize social media/web media to promote the events.

Now
• Assess existing events and prioritize them based on the ease of execution, resources needed
, and impact to local businesses.
• Identify potential new events that can be incorporated into existing work plans and cr
eate an economic impact to local businesses without substantially overloading current capacity.
• Select one new seasonal small-sc ale promotion as a pilot project. 1-3 Years
• Launch a variety of small-sc ale retail/restaurant promotions and/or fundraising efforts that will successfully connect the target audience with local businesses and increase activity in Downtown Wasco.
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TOURISM & PROMOTION
The Market Analysis identified a profile of the demographics and preferences of consumers currently within the Custom Trade Area. These people are already visiting Wasco on a regular basis and represent a target audience for the downtown area.

Events should cater to the preferences of this audience in order to add to the quality of life of the community and attract them to Downtown Wasco. Based on their preferences, the following events should be piloted and tested for the downtown area.

Downtown Movie Nights: Friday or Saturday nights, host a movie night downtown. This could occur on the street or in the downtown park space. These work well for a summer series or around holidays. Downtown restaurants and businesses should remain open prior to the movies.

Recommendation
Host downtown events throughout the year focused on engaging the target audience identified in the Market Analysis and attracting them to Downtown Wasco. Pilot 1 new event within the next year. Eventually expand to a slate of at least 4 events (1 per season) annually.

Live Music: On certain nights each month (First Fridays, Second Saturdays, etc.) host a live music event downtown.

This does not need to be a large concert with thousands of people. Rather a local/regional act that caters to the
preferences of locals and gives them something to do
downtown. This could also be a summer concert series.

Dancing Event: Communities have tapped into their local culture by offering “Salsa in the Streets” or similar dancing event. Visitors dancing to live music in the downtown
streets adds a unique, vibrant activity to the district.

Culinary Promotion: Any food-related event is a popular attraction. Communities tie into the local flavor of their community with events such as chili cookoffs, Taco Hop, beer tastings, biscuit festival, Hot Tamale Festival, etc.

Arts Market: Tap into the local artist community by
organizing a local art market. Artists sell their wares at booths set up in a strategic downtown location.

Downtown Events
Bringing People Downtown
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Wayfinding in downtown landscapes proves to be critical beyond basic navigation. Identification and information represented in elements such as monuments, directional systems, directories, interpretive and even regulatory signs enrich our experiences with downtown environments.

In order to create a successful wayfinding system, even in an age of smartphones and GPS, physical wayfinding elements and systems strengthen brands by improving the legibility, navigation, understanding, and accessibility of the environment.

Wayfinding Signage Systems
• Reinforce an area’s defining history, architecture, and landmarks • Help the public find parking, improve traffic flow and ease the transition between car, pede
strian and transit use
• Reduce visual clutter with clear, consolidated and on-bra nd information and identity

TOURISM & PROMOTION
Wayfinding Signage
Recommendation
Implement a comprehensive wayfinding signage system focused on guiding visitors to Downtown Wasco, public parking, and area attractions. Begin with small scale projects such as custom street signs and public parking signs. Then expand the system to include directional wayfinding signage.

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TOURISM & PROMOTION
Launch Community Pride Campaign
Through the use of social media and traditional media outlets, the community of Lindsay should focus a campaign on changing the perception of the city. Citizens, business owners, property owners, and tourists must be made aware of policy, political, and other changes that are being made to correct mistakes of the past.

Any policy change that opens doors for business owners should be celebrated. Any funding award that increases the quality of life of the residents, such as a new improvement project, new business, or other enhancement should be promoted. Community-wide cleanup days can also engage a diverse mix of citizens and create a sense of community pride.

A clear and consistent message should be promoted that illustrates a new direction for the city and evokes community pride.

Change Public Perception
Recommendation
Launch a direct promotional campaign similar to the past “Wasco is Wow” and “We are Wasco” promotions through social media and traditional media outlets focused on changing the perception of the community to citizens and the surrounding region.

Highlight quality of life enhancements and a new direction for the city that evokes community pride.

Citizens should be proud of their
community. Changing the perception of the
community can be challenging, but can be
accomplished through focused, direct
messaging that highlights positive changes.

Merchandise highlighting the
community brand allows
citizens to show pride in their
community and promote a
positive message.

The former “Wasco is Wow” and
“We are Wasco” campaigns are
excellent examples of spreading
positive messages about the
downtown area.
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Economic Vitality focuses on capital, incentives, and other economic and financial tools to assist new and existing businesses, catalyze property development, and create a supportive environment for entrepreneurs and innovators that drive local economies.
7 ECONOMIC

VITALITY
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Market Analysis
When recruiting national retail to a community, an extensive Market Analysis is used to identify current consumer trends, a profile of current consumers, Custom Trade Area (who is currently shopping in the community), and a Gap Analysis (Leakage Report).

Community leaders should utilize the same data to inform decisions about business growth, development, and recruitment for the downtown area. The Market Analysis chapter of this Strategic Plan identified this information based on the Custom Trade Area from a major general merchandise store within the community.

Customers who are regularly shopping in the community for general merchandise, are a great target audience for downtown businesses. The Gap Analysis identified which retail categories people within the Custom Trade Area are currently leaving the trade area to buy. In other words, what are these people spending money on outside of the community? Since local customers are currently spending money on goods and services outside of the community, it is reasonable that they would spend that money locally if those needs were offered. Below are the top retail categories identified in the Gap Analysis that would be excellent targets for downtown.

TERMS:

Custom Trade Area: Who is currently spending money on general merchandise in the community.

Who are they and where do they live?
Gap Analysis: What do the people living within the Custom Trade Area spend money on outside of the Custom Trade Area? Where is money “leaking” out of the community?

ECONOMIC VITALITY
Targeted Industries for Downtown
Recommendation
Any business recruitment strategy, effort, or incentive should prioritize the top retail categories identified through the Gap Analysis.
sporting goods
& hobby
clothing full-service &
limited service
restaurants
general
merchandise
building materials
& supplies
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Retail leads can be broken down into four general categories:

1 3 4
2 Downtowns and business districts are often attractive to independent businesses. Accordingly, leads might
include home-based or garage-based businesses
seeking more fitting space and a convenient location
for their customers. These leads might include
managers of existing businesses wishing to go into
business on their own. Commercial lenders, business
schools, Small Business Development Center (SBDC)
counselors, Main Street program business specialists,
Service Corps of Retired Executives (SCORE), chamber
of commerce and other public or private small
business professionals should be asked to help
identify these leads.

Emerging Entrepreneurs
Often the best leads are found near home.

Leads might include existing businesses
seeking more space or a better location in the
business district. The district’s business owner
survey as well as ongoing conversations and
personal contacts of the recruitment team,
chamber of commerce and other economic
development professionals can help identify
these leads.

Existing Businesses within or
near the business district
If local or regional businesses are not interested in
expanding, larger national chains can be contacted. It
is important to be realistic about the kinds of chains
that might be interested in a small community as
their market, store size and parking requirements
may preclude them from considering your district.

Leads can be identified through directories and
private databases listing chain site selection criteria and contacts. In addition, leads can also come from
commercial brokers, trade shows, “deal making
forums,” and conferences such as those offered by
the International Council of Shopping Centers.

National Chains
Local or regional businesses, particularly those
that have branch stores and are ready to expand,
are often excellent prospects. These business
operators typically have a good knowledge of the
market area and may already have multiple
stores. They are often interested in expansion as
a way to improve their penetration of the
market. These leads can be identified through
your team’s knowledge of the business mix in
other communities in the region and information
collected from your local consumer research. In
addition, realtors, commercial brokers, sales
representatives and supplies that work within the
region can be helpful. Sometimes ads in regional
business, real estate and regional lifestyle
periodicals can generate leads.

Existing Local or Regional
Businesses

ECONOMIC VITALITY
Recruiting Retail Downtown
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Business Recruitment Packet
Downtown Economic Development
Almost every downtown desires to have more retailers, restaurants, and other businesses. Ideally this growth would happen organically as the perception and reputation of the downtown shifts to become a destination. Building a strong sense of place within the downtown is important. The downtown should be clean, inviting, safe, and attractive. The properties and buildings should be well maintained and ready for tenants. The area should be active and frequently used for events. While all of these elements are important pieces of the puzzle, communities can also take an active role in recruiting businesses to the downtown.

Many communities have successfully targeted specific businesses in nearby cities or regions and recruited them. This could be a relocation, convincing the business to open a second location, or convincing them to open another concept in the new community.

Successfully pitching the community to this business requires a structured and organized presentation of data. The new business doe not just need to hear the feel-good stories about your community, they need to know if their concept can financially survive and thrive in your community. When recruiting national retailers to a community, they focus on the market data including the custom trade area (who is currently spending money in your community), demographics, community profiles, real estate analysis, and available properties. A similar approach can be taken when attempting to recruit a local business to your downtown.

A Business Recruitment Packet contains information relevant to recruiting a potential business in an easy-to-follow format. The packet could include:
• Market analysis data summary
• Map of the downtown district
• List of available properties with real estate information • Guide to necessary approval processes
• Guide to available incentives and programs
• Point of contact information

ECONOMIC VITALITY
Create a custom Business Recruitment packet that can be distributed to targeted retailers, restaurants, and other businesses. The packet can be used to personally recruit specific businesses from the region or elsewhere in the community.

Recommendation
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Understanding the Real Estate
Property Inventory
Recommendation
Utilize the Property Inventory provided by Downtown Strategies to understand who owns what buildings, which are available, and what uses may be ideal for each vacancy.

ECONOMIC VITALITY
Recruiting businesses to the downtown area is totally dependent on the available real estate.

An owner of a shopping center knows exactly how many units they have as well as key information such as square footage, utility infrastructure, rent, installed grease traps, and access to parking among others. That information is readily available when an interested tenant inquires about the property.

While it is much more difficult, a proactive downtown should have that same type of information for downtown properties. A downtown property inventory is a digital document that would outline information such as:
• Property parcel number
• Address
• Property owner
• Property owner contact information
• Number of stories
• Year built
• Square footage
• Current tenant
• Currently listed for sale or lease?
• Rent amount
• Sale price
• Assessed value
• Grease trap in place?
• Available utilities
Keep
ing this information up to date can be challenging, but collecting this data is extremely helpful when potential businesses are interested in the community. Being able to easily outline vacant and available property can drastically improve the development and growth of downtown. A property inventory can help appropriate organizations sell the downtown area to prospective business owners.
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Integrate customer offerings across channels through omnichannel retail strategies.

There is an increasing emphasis on the omnichannel experience as businesses look for new ways to connect to customers offline and online. The rise of e-commerce has been a notable trend, accounting for up to 12% of the retail market in 2020. The omnichannel strategy relies on the concept of seamless shopping experience in brick-and-mortar stores along with a variety of digital channels, which provides the added value of both instore assets and online access. Walmart is looked to as the prime example of an omnichannel retailer that has upgraded brick and mortar stores resulting in increased foot traffic while also increasing its online offerings.

Make use of technology to strategically grow business. Develop technological capacity where needed.

Successful retailers are adapting to increasing technology use by consumers and using technology to streamline and create new ways of doing business. Large retailers are looking to engage with technologies such as artificial intelligence and virtual reality. A great challenge for small retailers is keeping up with the fast pace of technological change.

However, they can explore options, evaluate potential returns on investment, and take strategic steps to technologically innovate. From a customer-facing perspective, retailers can embrace mobile technology and mobile payment methods, use video marketing, use social media, and offer same-day delivery options and “buy online pick-up in store” services. From an operational perspective, businesses are anticipated to increasingly use POS (point of sale) technologies, operate on the Cloud, and utilize other digital tools such as Shopify and Comment Sold.

Many examples of how retailers are innovating for success come from big box retailers. While small business brick-and-mortars may struggle in the shadow of Walmart and other big box stores, they can benefit from exploring actions that many big box retailers are taking to innovate along with other strategies specific to medium and small business. Successfully retail businesses exhibit the following trends:

ECONOMIC VITALITY
Small Business Training
Trends in Successful Retail Businesses
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Build a strong digital presence as a touch point for initial and recurring interaction with customers.

While not as widely noted as e-commerce as a trend, digital-first retail is arguably more influential than e-commerce. Digital-first retail is the growing tendency of consumers' shopping journeys to be influenced by digital channels, regardless of where the ultimate transaction takes place. Leading brands, from Apple to Nike to Walmart, are evolving into digital-first organizations. They're investing to create product content that serves as the bridge between the online and offline worlds, and helping consumers shop when, where and how they want. While e-commerce now accounts for approximately 12% of all retail sales, it’s projected that web-influenced physical store sales are about five times online sales.

Invest in understanding the customer. One notable trend is customer experience.

Retailers are doing more to understand and engage the customer. One important trend is that customers are increasingly valuing experience. Customer experience has been called the next competitive battleground. The success of Apple, Lululemon, and Free People are attributed to creating a valued, personalized in-store customer experience. Technology provides an opportunity for retailers to understand and connect more directly with customers.

Strengthen brand engagement and build a base of loyal followers.

Lululemon and Free People are commonly cited examples of companies that have built strong brands based on quality and lifestyle. This branding has been attributed to not offering products at a discount, whereas other companies have trained customers to buy during regular product discount periods. However, other off-price retailers such as Ross and TJ Maxx take advantage of culture of bargain hunting and have survived their competitors. These retailers are examples of brand identities that have found a niche in consumer preference.

ECONOMIC VITALITY
Small Business Training
Trends in Successful Retail Businesses
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Leverage consumer preference for uniqueness, authenticity and local flavor. Explore submarkets and consider engaging local institutions and community.

Consumer preference for uniqueness, authenticity, and local flavor is noted to be on the rise. Brick-and-mortar retailers and those on main streets are poised to capitalize on this trend. Related to this trend, local retail stores can benefit from awareness of the resources and efforts of local institutions and building relationships with local institutions and the community. Examples from cities where local businesses and main streets are invigorated communities creating strong local business associations; working with local agencies to support walkability, streetscape improvements, and residential and commercial use; renovating historical buildings in commercial districts; and attracting restaurants, breweries, and shops that contribute to local personality.

Are strategic about innovating ways of doing business.

Across trends, successful retailers are strategic rather than reactionary in finding innovative ways of doing business. They are evaluating business nuts and bolts and opportunities unique to them, right-sizing brick-and-mortar stores, carefully constructing brands, finding niche markets, finding new ways to serve the customer, creating new partnerships and connecting with expertise and networks. New technologies for most small businesses is not an either/or proposition. They can adopt the use of new technologies and still rely on the tried-and-true ways of doing business.

ECONOMIC VITALITY
Recommendation
Hold merchant training and workshops to encourage Downtown business owners to increase their level of operations, modernize their reliance on technology, and implement new and savvy ways to reach customers of all generations.

Small Business Training
Trends in Successful Retail Businesses
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Takingthe step from planning to action is critical but challenging. It is important for community leaders to identify short-term strategies to begin implementing immediately in order to build momentum toward larger initiatives. The following Action Planning Workbook demonstrates how leaders can use this plan to spark action and guide revitalization efforts in their downtown.

ACTION

PLANNING

WORKBOOK
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2 IDEAS
TO
ACTION
From Ideas to Action
Downtown Strategies strives to provide realistic, implementable strategies to communities for revitalizing their downtowns. Our process is based on our team’s experience as former downtown revitalization practitioners and real estate experts. Our combination of real-world experience, plus expertise in real estate and retail uniquely qualify us to assist communities with backfilling vacancies, increasing tourism, and enhancing the sense of place in their downtowns.

At Downtown Strategies, we believe that action and implementation are more important than a flashy 20-year vision. Our team members have been in your shoes as community leaders in their own hometowns and know what it is like to manage downtown revitalization efforts.

Most communities do not suffer from a lack of ideas,
they struggle with knowing where to start when it
comes to implementing those ideas. Rather than
brainstorming everything that you could ever
potentially do to your downtown, we focus on a five-
year timeframe. This plan is designed to help you
identify where your community should focus its
energy and effort in the near-term. Implementing
these short-term, doable strategies will incrementally
shift the trajectory of your downtown and create the
spark that you desire.

Downtown Strategies developed the Action Planning
Workbook to assist community leaders make the link
between planning and action. Follow the steps below
to activate your plan and bring the ideas to life. If
you and your team focuses on relentlessly “doing the
doable,” you will see a dramatic change over the
next five years.
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Where to Start?
Now that you have received the 5-Year Strategic Vision from Downtown Strategies, it is time to get to work! While brainstorming ideas is fun, the real excitement comes from taking action and making improvements in your downtown. Communities who have had success revitalizing their downtown began by organizing and mobilizing a team of volunteers and empowering them to lead various initiatives. Follow the following steps to organize and mobilize your team!
FORM ACTION TEAMS centered around 4
Pillars (4-8 core members per team):
• Policy & Administration
1 • Design
• Tourism & Pr omotion
• Economic Vi tality
Each team member should REVIEW THE
STRATEGIES in their chapter of the plan.
• Executive Su mmary provides a bulleted list
of recommendations organized by timeline
(immediate, 1-3 years, 3-5 years, 5 years+)
• Rec Sheets w ithin the documentprovide a
more detailed overview of the topic and
additional resources
2 RANK THE STRATEGIES
3 • Rank which s trategies are the most
attainable based on the team’s
current access to resources (not a
“wish list”)
• First, each A ction Team member
should rank the strategies
themselves
• Then tally t he rankings for all
Action Team members to create a
collaborative ranking for the team
Each Action Team should SELECT 1 STRATEGY
to implement over the next 12 months4
• Many teams attempt to tacklem ultiple initiatives at
once, quickly get overwhelmed, andstruggle to
accomplish their goals
• It is important to start s mall and have immediate
success which will build momentum toward larger
initiatives
• Select a strategy that w ill be the easiest to
implement basedon the team members’ capacity,
skills, expertise, and resources
• Team members s hould vote on what they feel is the
best recommendationthat meets thecriteria then
simply tally the votes to identify the top selection

MAP THE PROJECT
• As a team, ma p the major steps,
timeline, additional partnerships,
and resources neededto
complete the project usingthe
Downtown Strategies Project
Mapping Worksheet
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Project Mapping Worksheet
Each Action Teamshould work together to map the project that they selected from the Strategic Plan. The following Project Mapping process is a step-by-step exercise to create a thorough outline for the project and appropriate action steps to move the team forward immediately.

Step 1: Identify Challenges & Solutions

1.1 Current Challenge: What challenge is your downtown currently facing that are you attempting to address?
(1-3 sentences)

1.2 Project Idea: How do you plan to address this challenge? What is your project idea? (1-2 sentences)

1.3 Deadline: When will you achieve your target?
(specific date as a deadline)
TaskForce Focus: (circle)
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78Downtown Strategic Vision for Wasco
Downtown is facing the challenge of
We are working to address this challenge through a project called which is
We are working to complete this initiative by
Project Mapping Worksheet
Step 2: Market & Promote Your Efforts

2.2 Elevator Pitch: As you begin downtown revitalization efforts, it is important to efficiently communicate your plans to prospective partners and volunteers. You should be able to explain the need for your project and your idea quickly and effectively. A common exercise is to pretend you are on an elevator with a prospective partner. You should be able to explain your entire project during that 30-second elevator ride.

Use the information from this worksheet to fill in the blanks and create your 30-second “Elevator Pitch.”
Community Name
Current challenge listed in 1.1
Project name listed in 2.1
Project description listed in 1.2
Project deadline from 1.3
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Step 3: Identify Resources & Partners

3.1 What do we have? | What do we need? Briefly listing the resources that you currently have access to thatwill move this project forward allows the team to gauge how attainable the project is at this time. If the “What do we need?” column is longer than the list of current resources, the team may need to regroup and select a project that can be accomplished with the list of existing resources.

3.2 Community Partners: In addition to your team members, you may need assistance from other people, groups, or institutions in the community that have specific knowledge, skills, or abilities to advance your project. Having an idea of the different resources available to you within your community is important as you work to successfully complete your project.

Please use the following table to list some of the different resources in your community that could potentially assist the team with their project. The list should include a specific point of contact if possible.

Only list resources not currently represented on your Action Team.

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Step 3: Identify Resources & Partners

3.2 Community Partners (continued)
People
You may need to enlist the assistance of other people in the community who have a particular skill that is not available on your current team. For example, you may need a graphics designer to assist with designing a pamphlet or the city engineer to assist with a permit.

Civic Groups & Associations
Civic Groups & Associations are volunteer groups that work to improve the community in some way.

Examples of associations are Boy/Girl Scouts, 4-H, Garden Clubs, and the Rotary Club among others.

Community Institutions
Community Institutions are formalized and structured organizations or non-profit that serve the needs of the community. Examples of institutions are the chamber of commerce, Main Street organization, Economic Development organization, government agencies, schools, churches,and foundations.

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81Downtown Strategic Vision for Wasco
Step 4: Develop an Action Plan

1. Key Steps: L ist 5 key steps that need to be achieved in order to stay on track and complete the project. This is not a list of detailed items, rather a few big-picture milestone steps that need to be accomplished.

1. 2.

3. 4.

5. 2. Action Plans: A ction Plans allow teams to clearly communicate tasks, build accountability among the group, and create a manageable bite-sized road map for implementing projects. In an action plan, members of the group take responsibility for specific “to-do” items. It is important for each team member to play a role in the process rather than a couple of people doing all the work. A small step together is more impactful in the long term than a couple of individuals running the entire race. Each team member should commit to completing at least one task over the next 30 days.

Successful teams constantly communicate with eachother and stay in contact throughout the project. Typically, teams meet at least every 30 days to discuss what has been done over the past 30 days and then look ahead to what needs to be done over the next 30 days. During each meeting, the team should discuss what needs to be done to move the project forward over the next 30 days and every team members should commit to new action steps each time.

Use the following Action Plan table to outline the tasks that each team member will complete over the next month.

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82Downtown Strategic Vision for Wasco
Step 4: Develop an Action Plan

4.2 Action Plans (continued)
TIP: Youcan use this table to guide each Action Teammeeting. At the beginning of each meeting review the table from the last meeting. Then use a blank table to assign tasks that should be completed prior to the next meeting.

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83Downtown Strategic Vision for Wasco
TaskForce:

Project Name:

Elevator Pitch:

TeamMembers:

Project Mapping Summary
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84Downtown Strategic Vision for Wasco
Takingthe step from planning to action is critical but challenging. It is important for community leaders to identify short-term strategies to begin implementing immediately in order to build momentum toward larger initiatives. The following Action Planning Workbook demonstrates how leaders can use this plan to spark action and guide revitalization efforts in their downtown.

EXAMPLE
ACTION

PLANNING

WORKBOOK
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85Downtown Strategic Vision for Wasco
Project Mapping Worksheet
Each Action Teamshould work together to map the project that they selected from the Strategic Plan. The following Project Mapping process is a step-by-step exercise to create a thorough outline for the project and appropriate action steps to move the team forward immediately.

Weneedtorecruitnewbusinessestoourvacant
downtownstorefrontsand buildings.

Developa businessrecruitmentpacketdesignedto
providea snapshotof all incentivesand resources
availabletoentrepreneursand businessesowners
wanting tolocatedowntown.

January2023
Step 1: Identify Challenges & Solutions

1.1 Current Challenge: What challenge is your downtown currently facing that are you attempting to address?
(1-3 sentences)

1.2 Project Idea: How do you plan to address this challenge? What is your project idea? (1-2 sentences)

1.3 Deadline: When will you achieve your target?
(specific date as a deadline)
TaskForce Focus: (circle)
Policy & Administration Design Tourism & Promotion Economic Vitality 136 of 149
86Downtown Strategic Vision for Wasco
Downtown is facing the challenge of
We are working to address this challenge through a project called which is
We are working to complete this initiative by
Step 2: Market & Promote Your Efforts

2.1 Project Name: There is power in a name. A creative project name can create energy and catch the attention of potential partners and volunteers. A creative name can help tell your story and market your project. Be fun and creative!
OpenforBusiness!
Columbus
“OpenforBusiness!”
January2023
needingtorecruitnewbusinessestoourvacant
downtownstorefrontsand buildings.

A business recruitmentpacketdesignedtoprovidea snapshot of all incentivesand resourcesavailabletoentrepreneursand businessesownerswanting tolocatedowntown.

Use the information from this worksheet to fill in the blanks and create your 30-second “Elevator Pitch.” You can wordsmith and fine-tune the paragraph later.

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87Downtown Strategic Vision for Wasco
Step 3: Identify Resources & Partners

Only list resources not currently represented on your Action Team. • Jane, Chamber boa rd
president
• Jim, Bank One
• Jam
ie, Entrepreneur
$800 Chamber
funding
• TBD
• Folders
• FlashDrives
• Pr
ofessional
pri
nting?
• Ann, City
Ad
ministrator
• Betsy,Graphic
De
signer
• Professional
pri
nting costs
• $100
• $200
• ? Quote
ne
eded
• N/A
• TBD
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88Downtown Strategic Vision for Wasco
Step 3: Identify Resources & Partners

Ann, City Administrator
Bob,Small Business DevelopmentCenter
Judy,East Community CollegeEntrepreneurshipCenter
Betsy,Graphic Designer
List of existing city incentives
List of resourcescommonly neededby entrepreneurs
List of resources offeredby E-center
Design layout of thepacket
Rotary Club (Bill F,president) Network ofbusinessowners(experience) Main StreetAssociation(Allie,Director) Network oflocalbusinesses&available property
Civic Groups & Associations
Civic Groups & Associations are volunteer groups that work to improve the community in some way.

Examples of associations are Boy/Girl Scouts, 4-H, Garden Clubs, and the Rotary Club among others.

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89Downtown Strategic Vision for Wasco
Step 4: Develop an Action Plan

4.1 Key Steps: List 5 key steps that need to be achieved in order to stay on track and complete the project. This is not a list of detailed items, rather a few big-picture milestone steps that need to be accomplished.

1. 5.

4. 3.

2. Schedulelistening sessionswith3 newlyopenedbusinessestolearnwhat theywishtheyhadknown beforeopening in ourcommunity.

Outline contentneededforthepacket
Researchoptions,costs,and design criteriaof professionalprinters forthehardcopypackets
Reviewdraftpacketdocument
Host entrepreneurLunch & Learnsessiontointroduceand
launch thepacketas a resource

4.2 Action Plans: Action Plans allow teams to clearly communicate tasks, build accountability among the group, and create a manageable bite-sized road map for implementing projects. In an action plan, members of the group take responsibility for specific “to-do” items. It is important for each team member to play a role in the process rather than a couple of people doing all the work. A small step together is more impactful in the long term than a couple of individuals running the entire race. Each team member should commit to completing at least one task over the next 30 days.

Use the following Action Plan table to outline the tasks that each team member will complete over the next month.

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90Downtown Strategic Vision for Wasco
Step 4: Develop an Action Plan

September12
September12
September12
September5
September12
Michelle
James
Loren
Marty
Francisco
Andre
CreateGroupMeand email
group fortheActionTeam
Requestlist ofexisting
incentives fromcity admin
Researchprintoptionsfor
hard copypackets
Researchcostsofcustom
printedfolders
Researchcostsofcustom
flashdrives
ContactBetsyregarding
graphicdesignservices
Introductoryemailand
GroupMeinvite
List ofincentivesand
summary of each
List ofcompanyoptions
and websites
List of optionsincluding cost
estimatesand timeframes
List of optionsincluding cost
estimatesand storageoptions
Brief summary of herservices
and costs(if any) September12
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91Downtown Strategic Vision for Wasco
Project Name:

Elevator Pitch:

DowntownColumbusdesperatelyneedstorecruitnewbusinessestoour vacant downtownstorefronts.

Weareworking toaddress this challenge through ”OpenforBusiness,” whichis a businessrecruitmentpacketdesignedtoprovidea snapshotof all incentivesand resourcesavailabletoentrepreneursand businesses ownerswanting tolocatedowntown.

Wewouldreally loveforyou tojoinus in this effortby…
TaskForce:

TeamMembers:

Michelle – (123) 456- 7891 [email protected]
James – (123) 234- 5678 [email protected]
Loren – (123) 910-1234 [email protected]
Marty – (123) 567 -8910 [email protected]
Francisco – (123) 111-2345
Andre – (123) 678 -9101
[email protected]
[email protected]
Economic Vitality
Open for Business!
Project Mapping Summary
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RESOLUTION NO. 2024 -

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WASCO APPROVING THE DOWNTOWN 5-YEAR STRATEGIC VISION PLAN FOR THE CITY OF WASCO
WHEREAS, the City of Wasco used ARPA Fiscal Recovery Funds to support economic development stabilization and revitalization in downtown; and

WHEREAS, the City aims to implement the Downtown 5 -Year Strategic Vision Plan; it will serve as a guide for the staff and future Chamber of Commerce to promot e the improvement of downtown's physical and visual assets, foster partnerships with local business owners, apply for grants and create a clear vision for an environment that encourages economic vitality.

NOW THEREFORE BE IT RESOLVED, by the City Council of the City of Wasco as follows:

SECTION 1: the City Council of the City of Wasco approves the Downtown 5-Year Strategic Vision Plan for the City of Wasco.

SECTION 2: the City Council of the City of Wasco authorizes the City Manager or designee to update and implement the Downtown 5-Year Strategic Vision Plan.

-o0o-

I HEREBY CERTIFY that the foregoing Resolution No. 2024 - was passed and adopted by the Council of the City of Wasco at a regular meeting thereof held on August 20, 2024, by the following vote:

COUNCIL MEMBERS: MEDINA, SALDAÑA, MARTINEZ, REYNA
AYES:

NOES:

ABSTAIN:

ABSENT:

__________________________________

VALENTIN MEDINA
MAYOR of the City of Wasco
Attest: ________________________

__________________________
MARIA O. MARTINEZ, CMC
CITY CLERK and Ex Officio Clerk of
the Council of the City of Wasco
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.

TO: Honorable Mayor and Council Members

FROM: M. Scott Hurlbert, City Manager
Tom Schroeter, City Attorney
Maria O. Martinez, City Clerk

DATE: August 20, 2024

SUBJECT: Consideration on Adopting a resolution providing for the appointment of City Council Members for Districts 2, 4, and 5 and canceling the November 5, 2024 election.

Recommendation:

Staff recommends the City Council:
1) Adopt a resolution to appoint the Nominated Certified Candidates as City Council Members for Districts 2, 4, and 5 and cancel the November 5, 2024 election; and

Environmental Review:

The staff has reviewed the proposed activity for compliance with the California Environmental Quality Act ( CEQA). It has been determined that the activity is not a “Project” as defined under Section 15378 of the State CEQA guidelines because the proposed activity consists of a governmental fiscal/administrative activity that does not result in a physical change in the environment; therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines, the activity is not subject to CEQA. Thus, no environmental review is required.

Discussion:

At the close of the election nomination period, only one candidate was nominated and certified by the Kern County Election Division for each of the following districts:

• District 2 – Vincent Martinez
• District 4 – Eduardo Saldaña
• District 5 – Miguel Raya.

In accordance with the Election Code §10229, the City Council's available courses of action are as follows:

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City of Wasco

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1. Appoint to the office of any eligible voter if no one has been nominated.

This action is not feasible because each district has already nominated candidates.

2. Hold the election if either no one or only one person has been nominated.

This option is not recommended, as conducting an election would cost the City an estimated $10,000 to $15,000 or more in election fees and staff time. However, this option also waives the possibility of a write -in candidate. The nomination period for a wri te-in candidate starts on September 9th and ends on October 22nd. In the staff's opinion, due to the residents' lack of interest in running for election during the regular nomination period, nomination of a write-in candidate is not likely.

3. Appoint to the office the person who was nominated.

Staff recommends that the City Council consider this option. It is not uncommon for cities in the State of California to take this action. The City of Wasco has taken this action in the 2018 General Municipal Election. Adopting the Resolution canceling the November 5, 2024, General Municipal Election will result in General Fund savings.

The timing to use this section of the Elections Code is extremely restrictive; therefore, the City Council must take action at this meeting.

Fiscal Impact:

Potential General Fund savings if the appointment and cancellation option is approved by the Council.

Attachments:

1. Resolution

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RESOLUTION NO. 2024 - _____________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

WASCO, CALIFORNIA, PROVIDING FOR THE APPOINTMENT

TO THE OFFICES OF THIS CITY THAT WERE TO BE ELECTED ON
TUESDAY, NOVEMBER 5, 2024.

WHEREAS, pursuant to §10229 of the Elections Code of the State of California, as of the close of the nomination period on August 9, 2024, there are not more candidates than offices to be elected , and that §10229 of the Elections Code allows one of the following courses of action to be taken by the City Council:

1. Appoint to the office the person who has been nominated.

2. Appoint to the office any eligible voter if no one has been nominated.

3. Hold the election if either no one or only one person has been nominated.

WHEREAS, a notice was published on August 1 5, 20 24, in a newspaper of general circulation and posted in three (3) public places pursuant to law.

NOW THEREFORE BE IT RESOLVED by the City Council of the City of Wasco:

SECTION 1. That pursuant to §10229 of the Elections Code of the State of California, the following action is being taken:

a. The following persons are being appointed to the offices to which they were nominated and are considered to be the same as being elected, pursuant to §10229(a)(3) of the Elections Code:

Vincent R. Martinez Member of the City Council, District 2 Full Four Year Term Eduardo Saldaña Member of the City Council, District 4 Full Four Year Term Miguel A. Raya Member of the City Council, District 5 Full Four Year Term

SECTION 2. The election scheduled to be held on Tuesday, November 5, 2024, is now canceled.

SECTION 3. The persons appointed, if any, shall qualify and take office and serve exactly as if elected at a municipal election for the office.

SECTION 4. The City Clerk shall certify the passage and adoption of the Resolution and enter it into the book of original Resolutions.

-o0o-

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I HEREBY CERTIFY that the foregoing Resolution No. 2024 - was passed and adopted by the Council of the City of Wasco at a regular meeting thereof held on August 20, 2024, by the following vote:

COUNCIL MEMBERS: MEDINA, SALDAÑA, MARTINEZ, REYNA
AYES:

NOES:

ABSTAIN:

ABSENT:

__________________________________

VALENTIN MEDINA
MAYOR of the City of Wasco
Attest: ________________________

__________________________
MARIA O. MARTINEZ, CMC
CITY CLERK and Ex Officio Clerk of
the Council of the City of Wasco

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.

TO: Honorable Mayor and Council Members

FROM: M. Scott Hurlbert, City Manager
Luis Villa, Public Works Director

DATE: August 20, 2024

SUBJECT: Sheriff’s Activity League Building Project Progress.

Recommendation:

Staff recommends the City Council:
1) Information Only; and

2) Staff has reviewed the proposed activity for compliance with the California Environmental Quality Act (CEQA). It has been determined that the activity is not a “Project” as defined under Section 15378 of the State CEQA guidelines because the proposed activity consists of a governmental fiscal/administrative activity that does not result in a physical change in the environment; therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines, the activity is not subject to CEQA. Thus, no environmental review is required.

Environmental Review:

Find that this action is not a project as defined under the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15378, no environmental review is required.

Discussion:

Staff wishes to update the City Council on the Sheriff’s/Police Activity League Building progress.

As of now, the building's roof is being removed, and framin g is scheduled to begin next week or the following week (depending on when materials arrive). The Project had a few weeks of delay due to design questions from the Framing Contractor. These questions required the Design Engineer to draft detailed drawings before roof demolition and framing activities. These drawings have now been handed off to the Contractor to proceed with framing.

The Grant Administration (California Department of Housing and Community Development) recently informed the City that we were granted a time extension that will extend the project duration to the end of March 2025. This additional time will be very `

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valuable as it will allow us to fully administer the Project and procure equipment and furniture for the building.

Fiscal Impact:

None

Attachments:

None

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Wasco City CouncilAugust 20, 2024

Wasco City Council
August 20, 2024